2009 Front End Conceptual Estimating Yearbook

2009 Front - End / ConceptualEstimating Yearbook 8th Annual Edition • Front End / Conceptual CAPEX Estimating Issues • Capital Cost Estimating Fundamentals • Capital Cost Estimating Methods • Benchmarking Data • Exponents / 6/10 th Rule Scale Up Values • Ratio / Percentage Factors and M.E. Multipliers • Square Foot / M2 Unit Prices (60 + Building - Facility Types) • Unit Prices (Labor & Materials) 1,000 + cost line items • Location Factors, Engineering / CM Fee’s, Labor Rates • Process Equipment Prices (85+ pages) • Front End / Semi-Detailed Estimating Systems COMPASS INTERNATIONAL COMPASS INTERNATIONAL Table of Contents Section / Reference Number A-1 Introduction to Capital Cost Estimating: • The General Forecast for 2009 and beyond: • The Project Control Cycle: • Cost breakdown of a typical Chemical process facility: • The CAPEX Estimating process: • Presenting the estimate to Senior Management: • Optimizing the estimating effort: A-2 - Capital Cost Estimating Fundamentals: • Questions that need to be asked: • The Estimating four step process: • Capital Cost Estimating Terms: • Estimating Types / Accuracy: • Engineering Deliverables & Budget: • Pricing to compile various estimates: • Resolution allowance / Undefined Scope Allowance: • Developing an Estimating Plan: A-3 - Capital Cost Estimating Methods: • CAPEX estimating (10) approaches: • Various factoring methods: • Seven historical Ratio / M.E. percentage cost models: • Typical Solids, Fluids M.E. multiplying values: • General Process Industry Benchmarks • Summarizing the CAPEX Estimate: A-4 - Basic Man-Hour Benchmarking Data & Reference Tables: A-5 - Site Selection / Cost Data Sources / Estimating Checklist: A-6 - Value Engineering / Change Orders / Claims / Contingency: B-1 - Scale of Operations / Exponents (150 + Plants / M.E. items): B-2 - Additional Estimating Factors Cost Models (7 examples): B-3 - Square Foot / M2 Estimating Data (104+ Buildings / Facilities) Revamp / Rehabilitation cost values. B-4 - Unit Price Data (1,000+ unit cost items): B-5 - General Cost Estimating Data. • Location Factors (200+ North American / International Cities): • International Location Factors / Productivity: • Engineering / Engineering / CM Fee’s: • Union Labor Costs (10 trades): • Open Shop Labor Costs (10 trades): • Sales Tax (50 US states and 10 Canadian Provinces): • Inflation / Compass Cost Index: • Rebar / Pipe / Concrete / Bricks Pricing (14 cities): • General Condition / Preliminaries Data: Page Number 1 - 28 1 - 30 1 - 40 1 - 72 1 - 25 1 - 34 1-6 1 -14 1 - 13 1 - 40 1 - 24 C-1 - Major Equipment / Process Equipment Cost & Labor Models (125 # Major Equipment Items). D-1 - Front End / Semi-Detailed Estimating Methods. • Front End Issues / Types of Data Required: • Benchmarking Metrics: • Detailed Design / Engineering Metrics: • Civil, Structural, Architectural / Miscellaneous Costs: • Structural Steel Costs: • Facilities / Buildings Costs: • Piping / Insulation Metrics: • Electrical Systems: • Instrumentation: • Security Equipment / Robotics: • Miscellaneous estimating items: ISBN 0-9725845-2-8 1 - 85 1 - 59 About the Firm Compass International Consultants Inc. was founded in 1992 (C.I.C.I) and is a provider of estimating services, international construction cost data, location factors, training seminars, value engineering, estimating support and conceptual construction economic cost data. Compass International is backed by an excellent staff of experienced Cost Engineers, Cost Estimators, Civil / Mechanical / Chemical Engineers and Economists. Web site: http://www.compassinternational.net Mailing Address: Compass International P.O. Box 1295 Morrisville, PA. 19067 - USA Telephone / Fax (215) 504 9777 E Mail [email protected] [email protected] [email protected] Acknowledgements: This data source is the result of more than twenty years research and data collection. The information contained in this data source was collected from more than 50 + completed CAPEX projects (Refinery, Chemical and Manufacturing facilities) located in North America, the UK, Europe, Asia, Africa and South America valued between $0.50 million to over $3 billion. The data is based on Compass International’s twenty year old cost library, augmented with latest cost and labor data from International Development Banks and Agencies, European Union Commission Reports, various Country National Libraries and Bibliotheques from around the world, various Government Information Agencies, Global Quasi-Governance Organizations, an assortment of Government Trade Promotion Departments / Labor Departments, numerous trade magazines, hourly and annual salary rates from US / Overseas labor unions, professional society articles, an assortment of newspaper / magazine articles, various almanacs / directories / tables / reference books, internet data and various cost – construction related publications, the cost models and tables have also been augmented by a number of personal estimating libraries (that in some cases are more than twenty five years old), this information has been audited, expanded upon, modified and calibrated and refined to today’s construction methods and installation applications. We would like to express our sincere thanks to the many engineers, contractors, vendors and other individuals (friends and colleagues) too many to mention who have given freely of their advice, input, time and knowledge so that this data source could be produced for the benefit of individuals that have an interest in this subject matter. We welcome any comments or data that could be used in future updates to make this database more complete and accurate. Copyright © 2003 – 2009: By Compass International. All rights reserved. This information may not be reproduced or transmitted in any, electronic or mechanical means, including photocopying, faxing, scanning, uploading, copying and pasting, recording, or by any information storage or retrieval system without permission of the publisher; it is illegal and punishable by law. Compass International makes no warranty or guarantee as to the accuracy and completeness of the estimating data contained in this publication and assumes no liability for damages that are incurred by utilizing the data contained within this publication. The data is conceptual and should be considered +/- 15% accurate, the cost and man-hour data contained in this database should only be used as an early budgeting tool or as a check against received bids. The publisher recommends obtaining a number of lump sum quotes and bids that are supported by a scope of work statement and a timeline of when the work would be completed, reliance on the data contained in this document could result in losing bids or worse still losing money SECTION A - 1 INTRODUCTION TO CAPEX ESTIMATINGAS IT RELATES TO FRONT END / CONCEPTUAL - CAPEX ESTIMATING Introduction to Front End / Conceptual Estimating: “A Front End / Conceptual estimate is an estimation of the cost of a proposed CAPEX project based on initial conceptual engineering and design data, even though the specific details are not clearly revealed or specified at this early stage of the proposed CAPEX project, an all-inclusive value is required to determine the viability of the proposed undertaking”. A front-end estimate / conceptual estimate is usually the first step in the CAPEX Estimating process. This publication has been compiled to assist all construction professionals with an annual reference guide that will help them with “quick” reasonably accurate construction prices for work associated with chemical plants, refineries, manufacturing facilities and other related industrial plants. A vast number of challenges and hurdles remain in place for “Process / Manufacturing / Chemical” companies (and there decisions to build new / revamped facilities): as we look into the future as of late 2008, the issues to be faced in 2009 and beyond include numerous issues (that have financial, construction and operating cost consequences) that will need to be gauged and planned for, if the decision is made to proceed with the EPC effort. The Process / Manufacturing / Chemical industry as the engineering / construction professionals knew it in the early years of the last decade will have changed dramatically in the next two or three decades. Emerging economies such as China, India, Brazil and South Korea to name but a few will continue to forge ahead in developing their R & D and manufacturing bases, there is an increasing anxiety in some of the more developed nations as to how this will all play out and what impact this manufacturing / economic “sea change” will have on the future employment opportunities, facility costs and engineering / construction activities in Western Europe, North America and around the world, hopefully this publication and it’s future updates will assist the reader in navigating the understanding the dynamics of this situation, and the associated engineering / construction related costs specific to Process / Manufacturing / Chemical facilities. THE GENERAL FORECAST FOR 2009 AND BEYOND: (Specific to the Process / Manufacturing / Chemical Industry and to the construction of these facilities). • • • Barack Obama won convincingly the 4th November 2008 American General Election, he becomes the first African - American to take up office in the White House and he will become Americas 44th President. Will his future policies have an impact on global construction costs, only time will tell? The worldwide economy is under extreme stress, this has been caused by the global economic / finance downturn. Global construction activity will experience a significant slowdown that could last anywhere from 2 – 4 years. 2009 will be a pivotal year for the global economy, trade imbalances, budget deficits, the banking / finance problems, entitlement programs, energy prices just a few of the issues that will impact the global economy and the global construction market. -1- • • • • • • • • • • • • • • • • • The enduring pain from the global finance / credit crunch is impacting all US / Global construction sectors, the question is how long will it take for this malaise to improve. As much as 75% of all new refinery / gas plant construction projects have been put on hold, with oil prices in the $35 - $45 a barrel range and with the possibility that prices could go lower, it might be a long time before these projects come to life again. The actions of Russia and the Ukraine in blocking gas supplies to Western Europe have still to play out; gas is still not flowing as of 1/17/2009. The Israeli move into Gaza in early January, 2009 does not bode well for Middle East peace and future construction prospects in the Middle East. Inflation in the USA will continue to rise in 2009 averaging 3.5% for the year. Volatile energy and food prices will be the main drivers of this significant rise in prices. The USA had a 7.2% unemployment rate in January, 2009; President Obama hinted that this could rise to 10% by the end of 2009. Uncertainties remain as oil and raw material prices increase relentlessly and then decrease just as dramatically i.e. copper, steel, glass and lumber, it difficult to forecast these costs as we move into 2009, will oil head back up to $140 again, or will head south, below $30 a barrel, will we see another 1985. Growing pessimism about the German, French Italian and UK economies as of 1st Q 2009 (they re all in recession) is impacting the Euro / Dollar exchange rate, the forecast for the future growth of the Euro zone is cloudy going into 2009. Spending on power plants, wind and solar facilities, and transmission lines soared in 2008. In the USA it is forecast that 20 - 30 new nuclear power plants will get green light to proceed in 2009. In the UK the Prime Minster announced that 6 - 8 new nuclear plants will be ordered in the next year or two. Construction related to US and overseas onshore oil and gas development will slow down in 2009 with oil in the $40 a barrel range, $50 billion worth of tar sand projects in Canada have been cancelled as of 1/2009, Saudi Arabia has cancelled half a dozen major refinery projects also. Some ethanol plants are now being delayed or cancelled, due to negative publicity of increases in animal feed and food costs. With the increase in corn prices, this could signal problems for ethanol industry, the 200 or so producing ethanol facilities in US may have to be retrofitted to use a combination of switch grass, sorghum, palm oil, hemp, wood waste bark, sawdust, sugar cane rapeseed and possibly solid waste. The US construction market related to automobiles, housing, and lodging will slow or decline significantly in 2009. Residential construction and commercial construction will decline in 2009 due to the sub-prime lending crisis Lumber prices in US have declined 10 - 12% in the last year due to drastic slow down in housing market. In 2009 will a continuing major interest / activity in Tidal / Hydro, Fuel Cell Technology, Nuclear, Geothermal, Solar (Photovoltaic) Wind Power The OECD reported in October 2008 that the Euro zone plus Japan economies look to be entering a long period of recession for 2009 and 2010. VW in mid 2008 announced the construction of a grass roots auto plant in Tennessee, the facility will initially produce 150,000 cars per year, and the facility is forecast to cost $990 million. -2- • • • • • • • Some experts are forecasting $25 a barrel oil in 2009; this will stymie future CAPEX oil and gas projects, most probably. In the petro-chemical industry Saudi Arabia, Venezuela and Iran are set to become formidable players in the global oil / chemical market, these countries could account for 30% of the world supply by the year 2011. Will inflation experience a “spike”, with $120 oil and the pressure on commodities this situation could change dramatically in 2009? On the political front the USA faces some serious decision making situations in 2009 especially with a new President, specific to Russia and Georgia, North Korea, Iran, Iraq, Venezuela and Pakistan (the next big problem country). Globalization has had a awe-inspiring impact on the automotive, manufacturing and the pharmaceutical industries, these industries are in transition, in the next 5 – 10 years there will be a significant consolidation, instead there being ten major global players in each industry there will be five or less, these industries in many ways are following the same flight path / happenings of the US airline industry, remember Pan Am, TWA, and Eastern Airlines in the 1990’s – history has a habit of repeating itself. The growth in infrastructure and general construction projects around the globe is producing strong demand for qualified engineering and construction professional and skilled workers, this situation plus the spike in escalation is causing significant shortages in the global construction market, this publication has been produced to assist various construction professionals with a “road map” to navigate through these complex procurement issues. Geopolitical risks include: 1. The world economic downturn (could it turn into a depression). 2. Iran producing an atomic bomb and the ramifications of this. 3. Venezuela flexing its regional muscle and its future nationalization policy, with falling oil prices this problem may go away. 4. Russia’s future energy policy, consider the recent gas disruption (1/2009). Lower energy prices are not good for Russia growth plans. 5. The continuing war against al Qaeda in Pakistan and Afghanistan. Additional topics and questions that could impact the Process / Manufacturing / Chemical companies in 2009 - and consequently the engineering / construction marketplace, include: • • • • • The recent hostilities between Russia and Georgia, together with Ukraine (gas shutdown) and the consequences of these to the global construction market: Worldwide population growth, especially in Asia and South America, we will most probably see 8 billion people on the planet by 2015. China and India are seeking long term toll manufacturing / supply contracts countries such as Brazil, Venezuela, Nigeria, Angola, Algeria, Saudi Arabia, Iran, Qatar and the UAE, these countries in the past dealt exclusively with North American and Euro zone chemical / manufacturing companies The rapid pace of technology advancements: (wireless technology / faster chips / communications etc.). The chemical / manufacturing industry will continue to focus on reducing production / manufacturing costs. -3- • • • • • • • The rapid increase of commodity prices, such as steel, copper, aluminum, lumber and cement. The drive by big North American, Western European and Japanese Automobile / Chemical / Consumer Product companies to establish a manufacturing presence in China and India, this trend should continue for another decade at least. The globalization and integration of the world economy: with countries such as Brazil, China and India becoming “global” players in the next five years. The ongoing U.S.A. Trade imbalance: and the consequential impact of a “falling” US dollar to the world economy, this trend seems to have relented as of September 2008. Increases in military hardware and manpower expenditures by China: and its future worldwide consequences. The impact of $147+ a barrel oil (as of June, 2008) and the economic impact this will have on the world’s economy and the drop in price to $40 in January, 2009. The ability for Automobile / Capital goods manufacturers to develop and to bring to market there products more rapidly, the use of 3D / digital design to ensure that piping / utility collisions are avoided in the design and construction process, thus minimizing re-work and generally speeding up the design process. To see how things have changed in this industry in the last five years is the fact that China will have a construction market as large as or bigger than the USA in the next decade or two, the lion’s share of future CAPEX expenditures appear to be headed overseas, it would appear that the days of big corporate engineering / estimating departments would be over in North America. This situation was one the main driver for producing this database, the publisher of this database determined that there would be a need for this “type of information”, the writer(s) have always wanted an “estimating note book” that they could carry around with them to produce or audit / check CAPEX estimates – hence the creation of this book and it’s companion publications. The (CAPEX) capital cost for the Engineering, Procurement and Construction project (s) comprises of all the expenditures associated with the primary creation of the specific plant or facility: this usually embraces the following described direct and indirect construction and engineering related elements: “Project Control” (Capital Cost Estimating, Planning and Cost Engineering) is understanding were the project is in relation to it’s planned goals, it is being aware of where the project is headed and communicating these findings with the appropriate project stakeholder so that constructive mid course solutions can be implemented to maintain or improve the current budget and schedule, this publication is focused on the activity of Conceptual Cost Estimating – CAPEX estimating, a flow diagram is depicted on the following pages indicating how conceptual cost estimating “fits” into the overall Project Management / Control cycle. CAPEX estimating specific to future capital expenditures related to “Process / Manufacturing / Chemical” facilities involves the collection, review and condensing a wide assortment of information and data, some of the more significant items and work tasks are as follows: (1) Owner front-end costs including internal ROI studies and marketing analysis reviews, Research and Development costs. (2) Property or land purchase or leasing / lease back arrangements, including perhaps third party tolling arrangements (including any site improvements and modifications). (3) Production of Front End Engineering – Architectural Design Deliverables - Any front-end architectural or engineering economic - feasibility studies completed internally or by a third party i.e. A / E or EPC firm: (4) Production of the “Issued for Construction” - The Architectural - Engineering (A / E) (EPC) design effort (production of specifications and -4- design drawings and project design deliverables) including reproduction expenses and associated travel costs. (5) Project Management activities associated with directing the CAPEX project includes owners and contractors staff. (6) Procurement activities – the buy-out of the work (scope), i.e. purchase orders and construction contracts: (7) The actual field construction effort, including site purchasing together with major equipment (which could be bought out in the home office, bulk and engineered materials, i.e. concrete, stone and lumber. (8) Field indirect support including field supervision of the construction scope, trailers, storage sheds / small tools and consumables. (9) Construction equipment requirements i.e. cranes, welding equipment and the subsequent maintenance of this equipment, and Field establishment i.e. (Division 1 or General Conditions / Preliminaries): (10) Construction Management of the project, including any third party NDT inspection / testing requirements, and, (11) Other items could include contractors overhead, fees, freight, bonding; insurance (BAR and workers compensation) and local state taxes / B&O taxes, (VAT / GST on overseas applications), tariffs and duties, specific to the project. There are a “bunch” of related matters (perhaps we could call it (12) that may need to be considered includes: expense items (relocation), demolition work, owner provided equipment / materials – free issued to the contractor, furniture and fixtures, spare parts, initial chemicals and vendor assistance, start-up expenses, commissioning and possible validation activities. The extent of each of the above cost elements of course is based on the type of facility (i.e. unique – first of it’s type (needing new utilities or an continuing ongoing production facility, that has a history and has an existing utility infrastructure in place), magnitude or scale of operation – small operating unit i.e. 2 or 3 operators or a toll manufacturing plant or a large operation with 100’s of plant operators, it’s operation – 24 / 7 / 365 days or 8:00 to 5:00, plant control philosophy and the actual location of the CAPEX project (s) North America or overseas. The essential principles of Project Control are to provide the best technical and business solution to the business unit contemplating a new facility expansion(s) or upgrade(s). The initial description of a project scope begins at project commencement, it is accomplished with the establishment (creation) of an “approved” design basis that is accepted by management (accepted to a least go to the next step of project approval cycle), this particular section will not get into how the scope of a capital project is developed, however it’s purpose is to provide “basic” details of how to successfully estimate early / front end scopes of work. An accurate Front End / Conceptual Cost Estimate can be the first step in the successful execution of a capital project, this “first” capital cost estimate should provide the project team with early (a “budgetary” and an initial path forward document) - information specific to cost, schedule, manpower requirements for the usual activities associated with a Engineering, Procurement and Construction (EPC) project, the tasks that will derive benefit from this “first” estimate are: • • • • • The “initial” capital cost of completing the EPC effort. Detailed design (The approximate Engineering / Design staffing needs). Procurement. (The number of Purchase orders and construction contacts required). Field Labor (The peak manpower needs) / Construction Management. (The number of individuals needed to supervise and ensure the project is completed on time and in a safe manner). The major milestones associated with the CAPEX project i.e. start and finish date. The decision on were to locate a new Chemical Facility / Manufacturing location(s) is many times a tough call, an easier said than done undertaking, it needs the input from -5- Evaluate the capital costs associated with a new or add on to a current facility. will this facility new or add on require new services and utilities. should the capital cost estimate include land purchase. the project team must deliver the correct business solution at the front end stage(s) of CAPEX project. Chemical / Manufacturing Facilities must be designed to meet the goals of (1) Safety. some of these factors are listed below. they are typically used to: 1. will the new plant require state of the art control systems. lots of questions need to be tabled and answered during the CAPEX estimating effort. is this were future growth for this product will occur. or to upgrade. or can we obtain a competitive advantage by using low cost labor to operate the plant and minimize costs on the I/C account. needs to be to some extent defined. South East. The conceptual estimator / engineer is an person who can predict / analyze the “future” cost of an Engineering.e. Used in the traditional annual or five year capital expansion / forecasting effort i. will we need to train / educate the plant operators. what is the 5-10-15 year growth plan for this facility / and or product. are there cost differences in the operating costs of these processes. They can also be used to audit and initially checkout the proposal of an A/E firm or EPCM contracting company. The decision to engineer / procure and construct (EPC) a new Chemical / Manufacturing Facility. (2) Quality of final product and (3) Profit – Return on Investment. together with value (which of course is part of the business solution) for future CAPEX investments.e. The number one indispensable principle of Project Control – Cost Estimating is to deliver the best technical and business solution to the business unit considering or bidding on a new facility expansion(s) or upgrade(s).corporate engineering. Procurement and Construction (EPC) project(s) with a very modest (minimal) amount of “real” data regarding the details of the project (basically there are no detailed design deliverables at this stage – the future “CAPEX project” is in it’s infancy. does the business outlook in Chile enable the project to produce an attractive ROI now or in the next two years. various manufacturing / production schemes need to have been considered and scoped out to determine there viability. maintaining market share and to ultimately to increase profits and ROI. In addition they can be used to determine the viability of producing new products at a certain location. some front end design work (basic design) needs to have been completed. revamp or modernize an existing facility is many times based on future business growth. In the early phases of the project the Front End / Conceptual Cost Estimate should provide a framework to measure trends and to determine key project milestones. on a new grass roots location. will the new facility be given grants. at an existing company owned facility. Asia (China or India) or South America. tax holidays and or incentives by the state or country that the new facility will be located?. i. corporate finance personnel and the business units senior management (the folks that will take ownership of the completed facility) this decision is one in which the cost estimator can play a significant role in finalizing the manufacturing process and possibly selection of the final site location. or should we renovate an existing facility to accommodate this new product. These questions and many more will have to be analyzed in some detail prior to proceeding with the prospective CAPEX project. very much in the speculative or conceptual mode). the scope. -6- . what are some of the key site selection factors that need to be analyzed and estimated. 2. is any demolition or site remediation costs to be evaluated. are there differing manufacturing process (steps) that can be used. were should the new facility be built. typically these types of estimates are required at the very front end / early stages of a project. appropriation for expenditure . A project control tool: (used to monitor and control the EPC effort). The following flow chart demonstrates the coordination that is required to have “accurate” Project Control on a CAPEX Project. The Project Control cycle .3. They can also be used as the management “go / no go” decision tool. scoped out): -7- . this publication focuses on Capital Cost Estimating element of the above Project Control Cycle. A benchmark tool for determining future project costs and possible use as a historical data tool for future CAPEX estimating applications. Used as a tool to determine the best EPC approach to maximize the owner companies Return on Investment (ROI).what are they used for: • • • • • • • • A tool for analyzing various case studies / business economic models: An assessment of costs and resources to complete a specific scope of work: An appropriation for funds. The foremost purpose of the compilation of a capital cost estimate is to transform engineering / design.is the methodical review and analysis of the projects (Scope of Work) from a cost / schedule standpoint. procurement and construction deliverables and data into an accurate prediction of current and or future construction cost(s). this list together with other data within this publication should be used as a checklist to ensure that the cost estimating effort is completed and fully budgeted (i. The supporting documents that are the basis of an offer / bid to complete a work / scope item: A basis for future cash flow requirements and forecasting. Project Manager Engineering Data Procurement Data Construction Data Project Controls Cycle Capital Estimating Planning / Scheduling Cost Engineering Regular updates / communications to the Project Manager of any departures from the current cost estimate and schedule and counseling the Project Manager / Project Team on any potential (EPC) problems is the job of the Project Controls Group and possible solutions that will ensure the projects budget and schedule is maintained or optimized. Issues and factors that can influence a capital cost estimate. Capital Cost Estimates (CAPEX) .(AFE): A basis for analysis of contractors and vendors bids and submissions.e. Small tools / Consumables. C / S / A design deliverables (who produces / when). Relevant codes to be utilized. Cleaning protocols / special requirements. items) some complex items such as a multi-stage compressor could take as long as twelve months to design and produce. Freight issues. -8- .e. vendor assistance. Plant start up activities. Other Engineering issues. Escalation / Taxes. Labor availability and possible overtime / shift work requirements. Establish camp / Establish concrete batch plant. Construction Location of facility (USA or Overseas). Operator Training issues. spare parts. Other Procurement issues i. Import duties. Protection of the completed work. Special safety issues. E/I design deliverables / Control Philosophy / Classification (does owner have a preferred vendor who produces outline spec / when). Construction equipment usage. Bulk material purchasing. Productivity expectations of workforce.# 1 2 3 4 5 6 7 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5 6 7 8 9 Issues and factors that can impact the bottom line of a CAPEX Estimate Engineering Production of design deliverables / specifications (who produces Owner or EPC firm / when). Expediting. Payment terms / Financing costs. Process Flow Diagrams (who produces – Owner or EPC firm / when). Inspection / trafficking / performance testing. Early delivery bonuses / payments.E. Owner costs / Owner provided items. Union / Non union / Merit Shop construction approach. Insurance issues (BAR / Umbrella / Bonds). Project Specific items Completion date (Normal schedule or fast track schedule). Currency impact issues. Procurement Long lead items (M. Piping design and detailing (who produces – does this exist – has Owners Engineering group produced the first draft of this document / when). Weather issues (cold or hot climate). Contractual issues / Type of contract. All required permits. Warranty issues (procure extended warranty period). Warehousing. Guards / Security. General Conditions / Preliminaries. preliminary plot plans – indicating were major equipment is located – many times the operation(s) group has not bought into these early concepts and they have a habit of moving around. the scope of the engineering effort is pretty well known. $’s per MW. piping. Field In directs / General Conditions / Preliminaries. ratios. factors. Bonus / Penalty clause for early or delayed completion. more information is known. exponents and historical percentages.13 10 .10% of the M.e.29 9 . • • • • Order of Magnitude Estimate (OOM). the percentages are based on numerous (30+) projects that have been executed in the last ten years.9 Percentage Range 18 . or even less) Many times based on early PFD’s early P&ID’s. electrical and instrumentation. a more complete description of these estimates and hybrids of these estimates are discussed in section A-3.10 11 12 Liquidated damages / Consequential damages clauses. Detailed Design / H O support / Procurement / PM (includes Owner Engineering) Includes all necessary -9- Percentage Value 22. Typical Cost Breakdown of a new Chemical / Process related Facility (constructed on an existing facility with available utilities – that may need some upgrading): Category Major Equipment (includes freight) the value for freight is 3%. however these values can be used as a benchmark or guide. bids / quotes have been obtained for some of the key major equipment. the scope of work is reasonably “nailed down” the detailed design is typically 70% .50% complete (or when the detailed design is perhaps 5% .27 21. A Lump Sum Bid – Hard Money / GMP Estimate. For overseas applications requiring ocean freight this number could increase. ocean freight typically is 7% .17 . Typically arrived at by utilizing cost capacity curves. site work. they are a mix of new and revamped CAPEX projects with perhaps 70% of the data coming from “new” $5 . the following types of capital cost estimates. A lot is now known about the project. Materials (Bulks / Engineered). Contingency issues (technical and general contingency).9 17 -26 19 .$45 million chemical and manufacturing facilities. tons of production per year.100% complete. not surprisingly these values will not be the same for each specific facility. initial quantity take-off’s are available for civil.50% complete. A Preliminary Estimate / Funding Estimate. A Definitive Estimate / Control Estimate / Validation Estimate with the detailed design effort perhaps 30% . Typically prepared when the conceptual / detailed design is 20% . value. for example barrels per day.25% complete.7 13.5 24. bulk materials and major equipment (long lead items) are on order or some of the construction work is under way i.E. Labor costs – including sub-contractors. The following table will give the reader an appreciation of were the “big cost drivers” are in a typical chemical facility project. SF / M2 / M3 units.3 11. The following pages and sections A -1. A -2 and A -3 of this database will describe in some detail. however there is some realism usually associated with these concepts. piling and foundations may be partially installed). bulk material quantities and unit costs. The main goal of this publication is to assist the user in not “dropping the ball” and making erroneous front end / conceptual type capital estimates and basically to provide a more focused and disciplined approach in producing a more accurate and concise front end / conceptual estimate(s) – i. labor costs.10 - . engineering and construction management fee’s. Construction Management (incl CM Gen Conditions) Total 5.7 100. Procurement and Construction effort. Office facilities.) some of this data is outlined / indicated in section B 3. A cost summary together with a description of work (scope of work / mission statement) specific to a project to be performed or considered.0 Note: These values are appropriate to Inside Battery Limits (ISBL work) – Outside Battery Limits (OSBL scope / work) is not included in above values. B 4 and C 1. major equipment.0 4-8 100. this should allow a cost estimator the ability to compile a reasonably accurate front – end CAPEX estimate. Public Buildings. civil. it is the work effort of determining all the numerous cost elements which will be required for a particular activity / (EPC) construction project and arriving at a total cost value for completing the itemized scope of work (basically a shopping list of required items).e. electrical and instrumentation / controls and insulation (refer to section A 4 and D 1 for examples of these topics) which may be required and budgeted using similar / parallel conceptual / front end estimating methods and procedures described in this data source. for example.design deliverables. this data can be used in the production of cost estimates for other “specific / one off” engineering and construction discipline items such as demolition. Logistic centers / Warehouses. taxes and escalation and to attempt to look into the future. architectural. mechanical. field in directs. Schools. Contingency is included in above values (it has been pro-rated into the above percentages). The activity of capital cost estimating is at best a time-consuming and an easier said than done undertaking. This data source and the basic focus of this publication is targeted primarily at the manufacturing / process industry / chemical engineering / pharmaceutical / industrial sectors. some of the following benchmarks and data can be use in estimating the cost of General Buildings (Airports. hopefully this publication will shed some light on this important topic(s). together with civil engineering related projects etc. A current photograph / snapshot of an (EPC) project(s) current scope of work together with a cost value of its anticipated final cost. A CAPEX capital cost estimate can be considered as one of the following: • • • • The bottom line cost / bid for completing an Engineering. encumbered with potential dangers (future events are of course difficult to anticipate. 60% to 70% of the “cost estimating / benchmarking data” contained in this data source is targeted on these specific industry sectors. however it is not aim of the database to exclude other construction industry sectors. who would have thought in the early 2000’s that a barrel of oil would cost $140 + a barrel in January of 2009 and then drop like a stone to $35). site work. productivity. trying to forecast the many project variables such as weather. to shed some light on an . A judgment / opinion of final cost by a person(s) / cost engineer(s) / cost estimator(s) / project team that has considered the SOW to be performed. say two or three years is very difficult and demanding. many times it is identified as the bottom line. . cost control methods. is of acute importance in estimating / cost engineering and project management. is the work effort of calculating all the costs which will be required for a particular activity / construction project and arriving at a total cost value for performing the (EPC) work. i. mission statement and basic activities of capital cost estimating (the “job”) is for all intents and purposes a data gathering activity (getting your arms around the projects scope and documenting it). (This assumes that the cost estimator has read and absorbed the current scope of work and reviewed the current engineering deliverables that currently exist). local material costs. Finalizing the CAPEX Estimating Effort . Capital cost estimating is a four step process. these are important attributes that can not be learnt overnight. in addition it includes gathering local construction cost data. are we making a profit or loss on this project. Each and every able cost engineer / estimator / project manager must become familiar with basic cost estimating methods. it could take 3 – 5 years to get up to speed with these issues.Summarization of this data. as is the essential metrics of knowing the current status of the project and the performance to date and how much it will cost to complete the work remaining (forecast to complete). selling price. i.11 - . Costing Routine / Effort .e. They say “money make the world go round”. field crew productivity / production statistics.Money and the management of it. The important attributes / skills of a cost estimator are: .e. these four basic estimating steps are as follows. (basically we are performing ongoing benchmarking activities as the project proceeds). how does it measure up against the original capital cost estimate. the quantification of all the necessary items needed and depicted upon the preliminary and final design drawings 3. the take-off routine. P & L (profit and loss). 4. it includes reviewing design documents (design deliverables – drawings and specifications and scopes of work) if they exist and the preparing a takeoff / shopping list of scope items that need to be completed in the execution of the CAPEX project. determining contracting methods. is the oxygen of any profit motivated construction / manufacturing related organization (Owner / EPC firm).Quantity take-off (shopping list of required items). cash flow and profit generation specific to their current project(s) to be beneficial to there employer and there clients.e. Cash Flow . scope of work – project definition. contract price. the pricing effort together with the summarization of all the relevant data.area of cost estimating that can be a challenge to new young estimators that are starting out in this business and need an initial road map to get started. required funds. anticipated or final bid cost. procedures and techniques that were touched on earlier (and are mentioned in some detail in the first three sections of this publication) i. Quantities Effort . The responsibilities. yen or euro’s and the subsequent cash flow of these funds and the profit that is realized as they relate to the implementation / execution of the “CAPEX project”. value engineering principals. plus a host of other cost related issues.Site visit / investigation (if timing allows) 2. Familiarization . the visit to the site to collect data (project specific information).Collection and selection of pricing / benchmarking data. pounds.CAPEX funds whether they be dollars. the cost engineer / cost estimator must also have a basic knowledge of the background / supporting data that is the estimate based upon. 1. additionally they should understand basic accounting principals. and how each activity / work effort fits into the total / whole scope of work (big picture).e.Business acumen. (understand the big picture): Team player. change orders / claims. A number of the more important qualities and basic traits are Business Acumen (understanding the importance of cash flow.e. many times when these individuals retire these libraries are lost. the exercise of this publication is to download the writers own extensive library and some of his co-workers / colleagues and to make it available to “rookie” and journeymen / women cost engineers / cost estimators joining the industry. One of the main prerequisites of professional estimator / cost engineer is to ask questions and to question the feedback and answers that are provided by his or hers questions. he kept his own audit trail (a large three binder that contained all the relevant estimating / pricing data).16. the most important prerequisite is the ability to look into the future (crystal ball and tea leaf readers…apply here. or thrown out.12 - . (Discard out of date data when necessary): The best cost estimator (the one with the best potential) that the writer has come across in the last twenty years is a young engineer with 3 – 5 years experience – his filing and data collection skills were first class.e. CSI Division 1 . procurement and construction activity / operation (and how they impact / ripple into each other – fitting all the pieces of the puzzle together) that is required to be integrated into the “construction project”.(EPC) knowledge. the understanding of the following main categories – (1) Construction / Engineering / Procurement / Construction Management. complete with the skill of being able to cut through all the details and focus on the specific “cost drivers” of the future / current EPC project. he was never at a loss when questions were asked of him. (Ask questions never assume): Good computer skills (a very important ability). negotiations with clients / vendors / sub contractors). As has been touched upon. field experience is a definite advantage: (2) Communications and Computer skills (computer skills are becoming increasingly more important in this business environment): (3) Team Player / People Skills as was mentioned above (work individually or as part of a team): (4) Time Management (create shortcuts and ability to think outside the box): Additional know-how that would be beneficial to an Owner or EPC organization is the aptitude to visualize each physical engineering. . and to interpret the extensive and less significant details into accurate and detailed total cost budget / cost elements. individuals that have been involved with estimating for more than five years have in many cases collected and formulated there own personal “estimating” libraries during their career(s).) and the second most important trait is the ability to get along with people and be a team players (being able to communicate and collect relevant data with or from the other team members is very important – squeezing out all of the relevant data from the team members is important). The preponderance of “seasoned” cost engineers / estimators. his estimates were accurate and well prepared. Ability to work well under pressure / a hard worker that can think outside the box.they should have an appreciation of all construction disciplines i. (help out on other estimating / project management assignments when needed): Basic Construction . Pack rat mentality – collects information for future use. An inquiring mind. ensuring that the scope (the intent of the design team is captured in the take-off process is followed as carefully as possible). Knowledge of the construction process i. the forte and skill set of the professional estimator / cost engineer must be comprehensive . change management i. he did his homework.• • • • • • • Technical ability . Capital cost estimates may be and are prepared and compiled at any point in the projects life cycle development. the semi detailed execution phase submission would perhaps be the next estimating step or update. estimating books / pricing catalogs that are up to date.20% engineering phase is compiled. questions and more questions that need to be resolved. the book is aimed at giving the reader the “headlines” of various cost estimating items.e.e. owner costs. construction equipment – plant and productivity adjustments) . a quicker way of arriving at a “cost”.e. the author(s) after years of searching / compiling and collecting this type of process related capital cost estimating data decided to summarize there thoughts and views on this subject in an effort to fill this void. man-hour installation units. EPC construction practices. U. possibly 10 . engineering costs / fee’s.S. Europe or in South East Asia.13 - . again . from the initial early stages 0% to perhaps 5% of the design has been established. All CAPEX capital cost estimates have one universal objective. The basic focus of the data contained within this publication is the process / manufacturing / chemical industries and to some extent the pharmaceutical sector of the construction industry. were should we locate this facility in North America.This important and vital subject matter i. the data in this publication reflects man-hour benchmarks. should we expand this facility. There are today numerous capital cost estimating systems / procedures / methodologies both computerized and hard copy – and perhaps half a dozen or more reference books being used in the EPC industry to generate capital cost estimates. capital major equipment (CAPEX equipment). can we buy this product from a “Toller”. labor man-hours and total dollars (money). One of the main problems with some of these cost data reference books is that these the data is focused primarily on general construction. Washington D. the data source could be via the use of in-house return data or “proven” third party external resources. bulk materials.50% of the detailed design completed. i. engineering deliverables and reports. i. schedule of rates / unit prices. office buildings. schools etc (low tech construction as it referred to). without getting too deep / long winded and detailed. they provide the basis for management action (go or no-go or go back and re-work the numbers). An example of this early estimate is (Identification / Conceptual / Business Concept Estimate ) – as it is sometime referred to (little or no engineering produced – real lack of engineering documentation . housing. 20 . which is hard to do on a such a large and complex topic. this early stage estimate would need perhaps 20 – 25% contingency to cover risks and lack of project definition. Annually or real time updated i. perhaps. For the reasons just touched on. does it make economic sense to build this proposed facility. Gulf coast. Front End / Conceptual Estimating is a data source that cost engineers and estimators are constantly searching for on a day too day basis (hopefully this data source will be beneficial to the reader on future Front End / Conceptual cost estimating activities).C or the North Western area of the UK) are what is needed this data can provide Owners and EPC firms a competitive advantage over there competitors.100% complete) of the project.e. the next “update” of the estimate would be a preliminary stage estimate.(calibrated to a key location(s) i.i. current capital cost estimating data sources (material unit costs. the only document might be a preliminary “major equipment” list) the estimate is compiled by multiplying the major equipment items by a factor to arrive at a total installed cost. to defined / complete engineering stages (the detailed design may be 70% . remodeling.e.e. what is the ROI. this means that a source of easy to use and precise – up to date historical / current cost specific data is essential. we would need less contingency because we know more about the project (and we have less risk going forward). labor rates (union & non union or merit shop). For those reasons to assemble and compile accurate (CAPEX) capital cost estimates historical data and benchmarking data is required. how much will this project cost. this data should be broken down basically into quantities of materials. plant / construction equipment. however perhaps 10% – 30% are unsuccessful (the capital budget was exceeded. and Project Managers are getting loaded up with additional . Loosing money on EPC (CAPEX) projects is the reality all companies face today. less qualified staff are available than previously). This initial section A-1 is devoted to describing a few basic capital cost estimating goals / tasks / perceptions (a view down from 30. Many major projects are being built in S. A detailed estimating plan i. more individuals seem to be in the loop and have input into the day to day business ‘running” of the project). culture. Many projects are built using fast track engineering and construction methods. time differences – all add to the challenge). Corporate Engineering groups have downsized.E.e. perhaps 50% . the remaining sections “drill” down into more detailed estimating data.2 of this publication. section A3 discusses and describes various capital cost estimating methods. a plan that lists various engineering deliverables and required data is described in Section A . Less CAPEX dollars are available now and this will be the same possibly in 2009 and 2010 (refer to next point). this situation has occurred since “Adam” was a boy. cost over runs are not a new event although such incidences seem to be more customary in recent years. perhaps because more CAPEX projects are being undertaken now than in the 1960’s and 1970’s (many times because goals are set unrealistically high) this is because interactions / communications are much more widespread (the curse of e mail.more is known about the project and we would basically need less contingency. and last but not least the lump sum / turnkey bid / hard money estimate (proposal or budget).100% of the detailed design in completed (pricing from vendors and sub contactors is typically available). cost over runs have happened in the past and guess what they will happen in the future. the contingency requirements with this “detailed” estimate may be less than 10% and could be as low as 5%. the plant was handed over late and the facility is not producing the product in the quantities it was designed for or to the specification required).000 feet) and methods that are utilized (in some organizations) in the “Process / Chemical / Manufacturing” (PCM) industries. everyone always remembers bad news. Asia (China and India are currently experiencing significant inflows of CAPEX from North American and Western European operating companies. Prior to getting up to speed / on board with the basics of conceptual capital cost estimating techniques. it was estimated correctly. Some of the reasons that this situation seems more prevalent today are: • • • • • • • Failure to scope out and estimate the project and failure to recognize the risks associated with the project.14 - . Many EPC projects are successful. section A-2 discusses capital cost estimating fundamentals. however with the recent credit crisis this seems to have slowed down) and in other remote locations (language. Clients are trying to get to the marketplace quicker.e. Companies are trying to do more with less money (i. to beat there competitors to the punch (it seems everyone is in a rush these days). A lot of the “old hands” have retired. it was built on time and it produces the specified material / product that it was design to produce. no one wants this situation. CAPEX spending in USA down between 50 – 60% since 2000. there are number of basic fundamentals / terms and methodologies that will be discussed and described via tables and charts in this and subsequent sections. e. adjust. nobody wants to go back to management and ask for more money. tasks. field installation production man hour rates. scrutinize productivity profiles. The cost estimator more often than not develops the path forward / road map of the estimating process (and is the focal point of the estimating effort – refer to Section A-2 for information on the Estimate Plan). unit costs and values from ongoing field operations. also dial up / direct on line service is currently available. sub-contractor bids and proposals etc.with management buy-in of course. getting the budget right is important. be it a five page Front End study or a detailed 500+ page document – with hundreds of line items (is a dynamic and living document) it is a listing of basic assumptions. it is necessary to be able to access updated “estimating” data bases of construction cost information / data (purchased from third parties. they can be purchased on various software formats i. who does what and when . Lets face it capital cost estimating and how it is performed is a very important topic to any profit or non profit organization. in house or personal historical data). installation catalog(s). Keeping this up to date with current world events such as 9/11/2001 (and the recent worldwide financial crisis) together with the spike in oil prices above $140+ a barrel is an ongoing challenge. (hopefully it corresponds to the needs of the client) it’s end result. it is he or she who should determine the estimating plan. It is his or her occupation / function to calibrate. overhead. Operating. its embarrassing and it could impact your career prospects. construction equipment. it is prudent to subscribe and read the ENR / Chemical Engineering / Building and other relevant industry magazine(s) together with various specialized trade magazines etc. the estimator / cost engineer must constantly accumulate cost estimating data. do we require vendor quotes and layout sketches. performance hours and return costs from the job-site and file them away for future use. Developments and improvements by software / estimating / consulting firms in prevailing computer technology / data storage and retrieval systems has resulted in more than a few of these estimating data sources being put on the market to assist estimators / cost engineers. what are the required engineering and procurement deliverables needed to produce the capital cost estimate. keep copies of cost indexes as they specifically relate to labor and material costs. crew sizes.15 - . contingency and risks. make recommendations / comments and notes on specific project / construction installation problems and potential under-runs or over-runs. To successfully perform accurate and timely front end or hard money estimating activities. with the buy in of upper management) it is he or she who responsible for providing an estimating audit trail / document / basis of estimate and last but not least forecasting the “final” cost of the construction related project(s). maintaining and running this software data and applying it to compute accurate and well-timed front end / conceptual capital cost estimates is today the distinctive challenge and important job . bulk and engineered material requirements. of course again with the “blessing” of senior management. The capital cost estimate. construction professionals are working harder now than they did in the past. profit margin. it is the cost estimators / cost engineers function to determine the resources. it seems that more and more reports are needed now. keep a file on labor rates. (again. a “priced out” shopping list of the owners (projects) needs. annual cost estimating reference books. vendor pricing / cut sheets. location factors. this is a vital function that must be performed on a constant basis if the cost data is to be useful to organizations that depend on this data to grow and prosper. procurement and construction scope definition and estimating effort. floppy disc’s. and copy / high light / file ad infinitum all pertinent estimating data and verify return cost data. at best can only be a forecast / educated opinion / snapshot of the funds needed to complete the scoped out work of the individual(s) involved in the engineering. C D ROM’s and smart sticks and can be accessed via the internet.responsibilities. Process support utilities (steam / electricity / WWT facilities). Front End / Conceptual capital cost estimates of refinery. the question is how do we estimate these scope items. jetties and loading areas etc). D.16 - . Conceptual plot plan (Major Equipment locations / foundations). and perhaps an instrumentation list etc). or should we (2) estimate the bulk accounts by historical ratio’s. The reason these are many times difficult to price out is that there is limited information (design parameters / basic design information) on the scope of these items. 3. Latest engineering deliverables (plot plans and general arrangements). Outside Battery Limits: OSBL piping (above and below grade). (P.F. Fencing / Gatehouses / Parking and Lay down areas.D. however the estimating effort / endeavor must be completed to support this early cost estimating (of course there is a “cost” to procure this front end engineering documentation. 4. together with outline specifications of major equipment. this is an important decision that needs to be made in the CAPEX estimating effort. reports such as PCA’s etc. how much time do we available (1) should we produce detailed take-off’s of the foundations and piping systems etc. electrical motor(s) list. Loosely defined scope items / construction categories that are often / difficult or challenging to put your hands around and price out are: 1. 6. A bar chart / major milestone schedule (start and finish date) Preliminary P. the following is a listing of engineering deliverables that should be made available prior the commencing the front end / conceptual estimating effort. It goes without saying.5% . chemical and manufacturing / process related (PCM) facilities need to be grounded on real life / historical benchmarks for management to buy into them and eventually approve them.’s and or process flow sheets / block diagrams.function of the estimator / cost engineer and an occupation / skill that will expand in the future (skill and dexterity in the use of computers is a “needed” proficiency if one is to be employed as a cost estimator). phone quote pricing of major equipment items. 2. Location of any existing utilities / existing tank farms. Applicable sketches / notes / photographs / videos. (note some of these early engineering might constitute no more than 2. 5. percentages and factors (described in following sections) – remember the more definition (design information) that is available usually means the estimate is more complete and it’s accuracy is improved. Other work outside the battery limits (Roads. to have all of this data. Outside Battery Limits: OSBL electrical work (ditto). these cost . Any relevant engineering deliverables. piping lengths. this is a lot of data to absorb. (foundations. Preliminary / early major equipment lists (with budget pricing if possible). & I. Plant / facility location (and location within an existing facility). Product loading area / tank farm facilities / warehouses.5% of the eventual detailed design effort). Front end / preliminary scope of work statements (execution approach) Process Flow Diagrams. that may have to be included with the CAPEX estimate.’s). • • • • • • • • • • • • Assignment / mission statement / estimating plan. engineered materials and conceptual “quantity take off” information available. road crossings. Many times these items 1 – 6 are understated (undervalued in the initial estimating effort) a lot of times these process supporting components are called the offsites or outside battery limits items (OSBL).e. the actual process operating unit is as we know is the inside battery limits i. definition of these work tasks / scope items is typically “loose” i. storage / tank farm facilities. Parking areas.e.17 - . elevated water storage tanks. but usually it is estimated by the individual estimating the (ISBL) scope of work: The OSBL / Off Sites are ‘loosely” described above 1 . (hence the reasoning why they are difficult to estimate / scope out at the early stages of the project). The OSBL / off-sites include the scope described above. however they are needed to make the “main process” work and function safely: • • • • • • • • • • • • • • Perimeter roads / tank farms / product storage tanks / pipe track crossings. pumping stations. Sub stations. or supply / steam production by means of oil / gas fired boilers.e. by there very support function they are not a part of the specific processing units manufacturing / chemical reaction production “major equipment”. Flares. power / electrical production / steam generation and distribution systems / process support utilities and systems (compressed air. they are necessary utilities / services needed to ensure the manufacturing plant / facility operates in a safe. Power plants / electrical power generation. plus some of the following.items are typically not started and defined from an engineering point of view until the “heart” of the project – the ISBL facility is nailed down – we need to know the product specification / production rates of the ISBL unit before we can size out the OSBL – utility needs. loading / shipping / receiving facilities. gas supplies / plant air. these off sites might support two or more (ISBL) operating units. process and cooling water / ponds).(ISBL). typically these support systems are some of the last items to be engineered and estimated / evaluated. Wastewater treatment facilities and sewage plants. guard houses jobsite security etc. The (OSBL) scope items can sometimes be a separate capital cost estimating effort. Many times cost estimators / cost engineers use a percentage of between 20% and 70% of the defined ISBL process unit cost to come up with a value for this OSLB / “off sites” scope of work (not very scientific . Raw material receiving etc. wharf’s. jetties. Think of them as items outside the “main process”. Process water / cooling ponds. . etc. the facilities are of course vital for the plant / facilities safe ongoing operations. not to well defined (the definition of the project is not yet focused at this point in the projects life cycle). these scope items / elements are many times engineered and defined at the 20% design level or detailed design mid point of the detailed design / engineering and procurement effort. potable cooling and process water supply and needs.6 and include (ISBL) support systems i. Pipe racks etc. Product shipment buildings. and that is the problem for the estimator / cost engineer. Plus other Off Site (OSBL) specific items not described above. gas. reliable and cost effective way. Utility water. As was mentioned earlier in the normal detailed engineering timeline of a project. Jetties and off-site piping / pump houses etc. fenced off lay down / marshalling areas etc. Administrative / control / warehouse / repair & maintenance workshops / support buildings change rooms / etc. steel platforms. painting. i. roofing. should we get quotes from various vendors for these systems (design / build quotes for specific systems.e. towers. Steel / Ironwork / Platforms. i. Refractory. brick / block walls. the big push in the engineering effort is to get the “big ticket” items on order. Instrumentation Material (none tagged). should we perform detailed / semi detailed estimate or take-off of these items. they included the above and some or all of the following. time is the deciding factor in determining the path forward on this approach. the problem in estimating these items (as mentioned above) is that the scope is not defined and some scope items are missed from the quantity take off. is it a complex piece of work. Insulation (equipment and pipe). An estimator needs to review the OSBL scope. piping systems. this value could be a significant part of the projects final cost). more scope definition (hence more design and additional engineering costs) to define and scope out this important part of the project. Plus many other specific items. rebar. but the percentage has some validity and when nothing else is available).to say the least. Concrete / Rebar / Formwork. many times senior management will consider this as not accurate enough and requests better definition (and rightfully so. foundations.e. then again. Miscellaneous. Road Paving (Blacktop material) / Concrete curbs. Electric cable / Conduit. it’s the call of the estimator and his or hers management on how to estimate it. a high speed packaging line. or a specific “black box” system or component). or is it minor in nature. compressors. Bricks / Masonry / Pre-cast walls / Curtain walls. the engineering team is trying to scope out the big ticket major equipment items (long lead time items).18 - . filling lines etc. In Front End Conceptual / Preliminary Estimates. Will management . In the early stages of a CAPEX project the above are usually inadequately scoped out due to the fact that little or no detailed design / engineering (or more importantly the specification(s) have not yet been fully developed) has been completed (basically the design team has not thought this scope out yet). structural steel supports and the items mentioned above. Front end / conceptual capital cost estimating problems/ challenges usually begin to develop in the “take off” of the commodities / bulk materials – see above listing of for types of materials. determining and calculating the commodities (many times referred to as bulk or engineered commodities or “bulks”) examples of these items are as follows: • • • • • • • • • • • • • • Stone / Gravel / Hardcore / Engineered fill. or should we use the down and dirty method of coming up with historical allowances to establish a price. siding. Architectural finishes and features. Paint / Coatings. heat exchangers. bear in mind 5% to 15% of the engineering scope has been defined at this point. The cost estimator / cost engineer at this stage of the project must many times use his or her judgment on how to estimate these items. Structural Steel / Gratings / Miscellaneous Metals. Pipe / Valves (not control valves) / Fittings. concrete formwork. hopefully this publication will satisfy that need in a lot of cases. Of course it is always good to have a couple of different reference points to validate the CAPEX estimate. Cooling towers – what are requirements.accept factors and allowances or will they insist in a complete take-off.19 - . what type of tower (Concrete or timber). However it is always good to have a couple of different cost estimating systems. do we need documentation do we need to keep records for future audits. yard / utility / service piping – do we need to shut down any operating unit (s) what about plant permits (hot work).what type of rock. can create comprehensive and accurate capital cost estimates and front end tools which are usually satisfactory and helpful to management for resolution and the CAPEX decision making process. Tie-in’s. Waste water treatment facilities – is this scoped out. the cost engineer has an important and significant audit / oversight responsibility – function. Of course it is vital that the cost estimator / cost engineer maintain control throughout the life cycle of the estimating effort (total reliance “blind faith” on computerized CAPEX estimating systems and methods is dangerous to say the least) the cost estimator needs to know the “details” that backup the computerized estimating systems and question any irregularities that show up – hopefully this database will assist and augment in that audit effort. In the marketplace there are currently some excellent cost estimating tools / software systems and procedures for each estimating phase of a CAPEX project (Conceptual – M2 / Square Foot and Detailed Estimating). how should we estimate this item. Fire water system – can we calculate GPM needs or should we just make an allowance. do we need special permits. which when appropriately used. The downside of some of these systems is the initial cost of buying and subsequent annual renewals can be very expensive. can we get a vendor price. Electrical sub station expansions – do we need to contact local utility company? Removal of hazardous materials – were do we remove material to. Roads. reliance on a single system is not perhaps the way to go. Revamp / upgrades – do we have current drawings (as-built’s). Shut downs at night or on a specific weekend. how extensive . tank loading areas and a myriad of other items that need to be considered and estimated that are unique to that particular project. Hot taps (system shut down) will plant remove insulation and drain systems. it is imperative that a completed cost estimate encompass an audit trail to support the capital cost estimate of it’s basis this includes: • • • • • • • List of assumptions / Inclusions: Start date of Engineering: Commencement date of procurement activities: Start date of Construction: Construction completion: Description of the project / Scope of work statement / Major milestone schedule: Sketches / Drawings and any Photographs (video’s): . Other questions that may need to be resolved / estimated include the following: • • • • • • • • • • • • Under ground rock. gate houses tank farms. unit prices or an allowance? High water table / Bad ground conditions – running sand conditions how will we keep foundation free of water – well point system or another method. reports and specifications) and eventually to successful commissioning hand over of the “Process / Manufacturing” facility to the end user / operations group is a challenging effort. i. Scale down / back the original scope. mechanical and electrical systems and pricing basis).S. 5. Vendor / Sub Contractor Quotes: Pricing basis (source of labor rates – union – non union and material costs): Reports (soils / boring logs): PCA’s. how can we improve the capital cost estimate preparation and approval process. who should be involved in the verification process. should we: 1. the business future dynamics of the facility / project. schedule. to be aware of the materials of construction. 70 tons of production of cement per day.A. operating parameters. how can we improve the CAPEX estimating accuracy. Consider a detailed value engineering effort. concept drawing (consisting of perhaps 3-6 sketches and a preliminary major equipment list) to the detailed design . 3. 4. A. cost and quality. Stop the design effort and evaluate the immediate path forward. visualizes the intent of the scope of work. these questions are. front end / methodology and source document to rookie / journeymen and journeywomen cost estimators and project managers. understand the manufacturing process of the facility outlined on the preliminary drawings. It goes without saying. estimating and compiling the final cost of the project from. Chart a new course. related to civil.P. and come up with a list of corrective options.• • • • • • • • Details (quantities. EPC execution method. understand what the problem is. instead of 90 tons per day. CAPEX Estimate Schedule and Review Cycle: . procurement effort and construction approach (consisting of 100’s of detailed drawings. should we consider the “Gatekeeper” type of estimating approach. after reading this section and the remainder of this data source there will be questions that the reader needs to ask themselves. As stated before the rationale of this data source is to provide more general conceptual / rule of thumb estimating data. 6.e. that it is the cost estimator / cost engineer who must conceptualize. Perform a re-evaluation (re-estimate). Environmental impact studies: Lists of major equipment / instrumentation: Basis of escalation: Exclusions from the estimate. Call in the “experts”. 2. which stakeholders should audit and “buy into / approve” estimated cost (is it one person or is it a committee) how will the estimate be reviewed. capital major equipment and implementation techniques required to construct the facility / process related plant. hopefully some of the data contained in this data source / guide will shed some light on the needs of the required Front End / Conceptual Estimating effort. determine the most cost effective and prudent path forward to meet the original or “new” goals of the project. how should we react to a project if the project shows potential for going out of control.20 - . estimating assumptions: Compiling a CAPEX estimate is challenging undertaking as we have previously discussed in some detail. 16. cost per gallon – try to measure the cost of the facility to company benchmarks). 8. Explain ISBL work and OSBL work scope.e. plus any other unique milestone specific to this project or study. delivery time. pricing basis. Explain purpose of estimate (funding.W. it may take an hour or it could take a couple of days. 9. 15. 10. e-mails and conference notes (have a file with all the associated documentation available for review). 1. mobilization to field and project completion. disposal of chemicals / sludge. start of engineering. 14. England. discussion the expectations and timing needs of the business unit.Factors to consider and plan for include. Provide an explanation of direct and in-direct costs. Be prepared to show quotes. Explain basis of labor / wage rates (union. Who will review and “buy” into and approve the CAPEX Estimate? Presenting the completed Capital Cost Estimate to Senior Management: This activity is usually undertaken / conducted by the cost estimator and the appropriate senior management to upper management. 2. how many bids. Be prepared to discuss any relocations of equipment. required clean-up activities. 11. Gulf Coast or N. Provide listing of major cost components (M. 4. Has a budget been established to pay for the CAPEX Estimate? 5. 6. 3. Describe in detail the engineering deliverables that the capital cost estimate was based upon. what are the cost consequences of this approach? 12. how long is pricing valid. removal of tanks and other “good” condition major equipment items. sub-contractor pricing. When is the CAPEX Estimate required? 2. Describe any de-commissioning activities. Phase 1 Environmental reports. Describe any demolition. records of telephone calls.21 - . 5. Describe any necessary operating unit shut downs / tie-ins. What resources will be required to complete the estimating effort. 7. 1. i. What accuracy is required? 3. multiplier. Describe pricing received for major equipment.E. Is the project delivery need to be in a phased approach. Describe labor productivity basis. validation or lump sum submission). Include a bar chart that indicated major milestones. open shop or merit shop). together with the required engineering deliverables? 4. cost per SF / M2. Provide a written description of the projects scope and the current goals the project team is aiming for. if the capital cost estimate is a lump sum bid that needs to be submitted at a specific time and delivered to a certain address this listing may need to be optimized to reflect these timing and delivery logistics. faxes. 13. . PFD’s PCA’s. 24. 29. 25. Explain any initial operating costs such as plant operator training. Provide supporting documentation for demolition and any hazardous material removal. Explain the work that the operating group will complete and be responsible for. Explain instrumentation scope and control philosophy. Explain how currency fluctuations are estimated. 31. Provide details of lead paint removal. Be prepared to discuss a “modular” construction application. Indicate the anticipated accuracy of the capital cost estimate. temporary camps / accommodation that may be required. 43. structural steel. construction management and any other significant accounts were derived and estimated and compiled (Ratio approach or detailed take-off or based on sub-contractor bids and vendor quotes). underground obstructions. Provide details of any temporary roads. 36. electrical. 37. Provide details of transportation costs. 39. 41. 33. asbestos removal and relocations). Explain costs associated with initial fill / catalyst. 38. Make available details of “expense” items (demolition. instrumentation. 19. Explain general condition Division 1 costs. insulation. Explain contingency value that was utilized and method used to determine indicated amount. Provide cost details of any “refurbished equipment”. Describe any Royalties / Licensor fees contained in the estimate. buildings. 27. such as warranty issues. 20. 28. Provide any other project specific details that may be applicable. if applicable. Make known required tie-ins. 21. 42. 35. Provide details on any required overtime or shift work. asbestos removal. . spare parts and initial chemicals are estimated. 26. engineering. and any shut downs that may be required. inspection costs and acceptance provisions. 22. concrete. 34. Spare parts how is this accounted for. Explain insurance and contractors fees. Be prepared to discuss QA/QC requirements. 18. Provide details of any allowances and provisional sums. Be prepared to discussion assumptions made regarding productivity. Be prepared to discuss any shared saving provisions in the contract. Determine the percentage of pricing that is based upon “firm” quotes.22 - . 23. 30. what is the warranty period 12 months or two years. Provide details of costs specific to vendor assistance. and mold remediation. 32. hazardous waste. piping. 44. detailed list or an allowance. 40. NDT.17. Describe how costs for civil. painting. Federal and local Government grants / incentives.E. Schedule requirements. Choice of alternate investments methods. . Ambiguous site conditions (rock or high water table). payment cycle 30 days or 45 days or possibly more. Technology being used (proven or first of its kind). liquidated damages and bonus / penalty provisions. Weather conditions. To recap the previous paragraphs on front end / conceptual estimating methods. Possible bankruptcy of key players Contractual issues. Type of contract. • • • • • • • • • • • • • • • • • • The state of the economy. Choice from among varying site / manufacturing locations / countries. Designing and constructing new process related facilities is a risky undertaking. Claims mitigation / Change order control. Strikes / lock-outs: Material / Major Equipment shortages. Choice from among alternate layouts / designs / process configuration.e. this type of capital cost estimates are compiled and used for many different reasons.). Union or Open Shop labor utilization. parent company guarantee and consequential damages). including the following activities: • • • • • • • • • • • Control and monitoring of capital expenditures / Cost control – Pro active involvement in reducing / forecasting costs: Proposal evaluation / Bid check reviews. Board of Director Approval / Appropriation of funds (A. Be prepared to discuss the cost ramifications of the “contract” between the owner and the contractor. Accidents at the jobsite or accidents to equipment in transit. Current market conditions. Sophistication of specifications (high end or industry standards). retention. bonds. 3rd party outsourcing. the individual preparing these CAPEX capital cost estimates should understand the ramifications / risks that could influence and impact the final cost of the EPC effort. lease or purchase / toll manufacture.F. Productivity of the workforce. Future benchmarking points / data. (i. Joint Venture arrangements. these risks include. Estimating errors.45. Funding / Feasibility studies. payment terms. Value engineering baseline cost model. Compilation of bids / proposals.23 - . In view of the fact that the requirement of new capital i. planning. that were initially spelled out by the client. savings can be ploughed back into the economy. The following table lists some of the major activities that need to be considered in the CAPEX. Package. . CAPEX dollars for the above capital projects is initiated by market forces / evident demand. (Optional) Possible milestone to compile CAPEX estimate. the new or re-vamped building. Definition of project goals. Close out report. manufacturing facility or production unit. Optimization of the construction process especially the CAPEX estimating effort is a winwin situation for everyone.e. constructing and successfully starting up a new or revamped building. estimating process. Procurement and Construction of a new or upgraded building. manufacturing facilities or production unit. by following the steps indicated in the following sections the reader should be better served to understand and complete these types of cost estimates. funding. manufacturing facilities or production unit is planned to comply with the stated goals of the new or revamped building. for new product / new or expanded or re-vamped building. this section and the subsequent sections goes over a “proven” method for compiling these important project related documents. providing new opportunities for companies and individuals. (Optional) Possible milestone to compile CAPEX estimate. (Optional) Possible milestone to compile CAPEX estimate.e. scope and mission statement. Commencement of detailed engineering effort if project is approved. Conceptual engineering.24 - Estimating Input Refer to Section 2 and 3 for appropriate estimating method to be utilized. Refer to Section 2 and 3 for appropriate estimating method to be utilized.All of the many partakers in the efforts of compiling front end engineering studies and estimating. Refer to Section 2 and 3 for appropriate estimating method to be utilized. Collection of historical data for future CAPEX . Refer to Section 2 and 3 for appropriate estimating method to be utilized Refer to Section 2 and 3 for appropriate estimating method to be utilized. Submittal of Approval of Expenditure – AFE. Completion of Construction effort.e. how to go about it. The Engineering. planning and Front End / feasibility study including possible Front End estimate. Production of engineering deliverables. Start of Procurement effort. the cost of construction is passed on to consumers via price increases on every product consumer’s purchase. Construction is an important industry employing hundreds of thousands. chemical plant or manufacturing facility more often than calls for a significant capital expenditure possibly over a two to three year period prior to any return on investment (ROI). manufacturing facilities or production unit has many times a different point of view on CAPEX (capital cost estimating) i. The cost of construction has an impact on everyone. Start of Construction effort. i. # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Activity New needs or demand. Start up / handover of completed project. Construction Management fees. that all have a common thread. detailed design. Main Categories of Construction: The construction industry is a “hodgepodge” of assorted sectors. Shopping Malls and Offices) Residential Housing Construction (Apartments and Single Family Homes) Repair and Remodeling Construction Major players in the Construction Process: The vast majority of CAPEX projects will include all or some of the following players: • • • • • • • • • Owner / Client Companies Owner / Client Companies (Corporate Engineering Group(s)) Engineering. all methods have plus’s and minus’s associated with them.e. procurement an construction of a CAPEX project. Procurement and Construction (EPC Firms) Architectural and Engineering (A/E) Firms including Structural and MEP firms.estimating / benchmarks. power facilities etc) Civil / Infrastructure and Heavy Construction (Bridges. • • • • • • Industrial Construction (refineries. chemical plants. see the “players listed below: The annual cost expended on these construction categories in discussed in some of the following sections of this publication. items to be reviewed or considered include: • • • • • Land purchase or lease. manufacturing facilities or production unit will include the costs associated with the effort to create the new or revamped building. Design / Build Companies Construction Managers (CM) Firms General Contractors / Prime Contractors Specialty Sub Contractors (L & M or Labor only) Vendors / Material and Equipment Suppliers The CAPEX cost elements for a new or re-vamped building. . manufacturing facilities or production unit. Front-end studies. Facility End Users / Clients have to appreciate that there is no particular best method in executing a CAPEX project. Roads and Dams etc) Institutional Construction (Public Buildings) Commercial Construction (Hotels. Financing cost(s). i.25 - . A/E fees. If we look at the execution of a CAPEX project from the end users standpoint we can concentrate / shed some light on the responsibilities and normal work effort of the various players that are required to complete the engineering. and hopefully some of the information contained in the following sections will shed some light on the “best” project approach for the reader of this publication. Develop and use standardized estimating forms and spreadsheets. Ensure that capital cost estimate is fully qualified and documented / described. his or hers recommendations and advice can have a major impact on the future of the EPC project. drawings and specifications) into the completed cost estimate. which were discussed previously in this section. ethical considerations and basically the estimating effort specific to consistently producing CAPEX estimates. however this resource / tool can be used to explain or support the decisions and the genesis of the project(s) scope and how it was developed and possibly modified. review scope. Operation and maintenance costs. assumptions and the listing of engineering deliverables that the estimate is based upon. when is the information required. in most cases this information can be found / or is discussed in the following sections of this publication. Conceptual / Front End cost estimating is a excellent business resource / tool. take photographs. Forecasting the cost of a CAPEX project(s) both precisely and in a timely manner of future new or revamped construction projects is essential to the continued existence of any business (Owner / operating company or contracting company). perhaps the man-hours that have been budgeted for the estimating effort needs to be indicated. from any design or reports that have been previously completed.• • • • Procurement of material and major equipment: Construction and startup of the completed facility: Owner's cost items. Cost estimators and cost engineers furnish this essential skill set (ability and wherewithal to produce CAPEX cost estimates) and developing data / information by compiling and transforming the engineering data / deliverables (sketches. the front end / conceptual estimate can be used as the audit trail of why it was adjusted. labor and in-direct costs to quantity take-off’s and summarize results for review with senior management. The following is a summary recap and pointers for compiling accurate Front End Capital Cost Estimates / Conceptual CAPEX estimating efforts: • • • • • Produce an estimate plan. assign appropriate material. Remember that the Cost Estimator / Cost Engineer is a vital member of the Project management team.26 - . exclusions. including basis of estimate. Follow the standard practice for compiling a capital cost estimate. used correctly the conceptual estimator can benchmark his or hers conceptual estimating library with the return cost / man-hour data from the completed project and calibrated there current library for future front end / conceptual activities. rather than leaving this as an open issue. A large amount of additional information and data of course needs to collected and evaluated. List alternatives or different case studies or any value engineering concepts that could positively impact the capital cost estimate. perform take-off calculations.data source) is a road map of the resources (labor and materials) required by the project execution team to establish if a proposed project / scope of work (to formulate a proposal or lump sum bid for a specific project) or if future manufactured . visit the site (if possible). Some final thoughts related to estimating skills. this cost estimate (document . as we all know many times the scope and timing of capital projects will typically be subject to change during the projects life cycle. it can provide the history of what was originally (scoped out) and estimated / planned versus what was actually engineered and built. what are the required deliverables. who does what. improving the scope definition effort and place greater emphasis on the front end definition phase of a project will result in a more defined scope package. The time allowed in compiling the estimate: An estimate plan should be developed. The estimating method used in compiling the estimate and its historical past performance: The estimating methods should be reviewed on a constant basis and fine tuned with latest feed back from completed projects to optimize the estimating output. The skill set of the estimator(s): It is vitally important to utilize “experienced” estimators. The required accuracy of the conceptual estimate. . i.goods / products will be advantageous. • • • • • • • • • • The scope of work: An ill defined scope usually results in a flawed conceptual estimate. From a contractor's point of view the cost estimate will establish the bid price of performing the work. The major challenges to be overcome to ensure the conceptual estimate is “complete” and that the conceptual estimate reflects the known scope of work are as follows. it is many times counter productive t use “greenhorn” estimators in a lead role.e. Using some or all of the ideas presented in this section will hopefully improve the conceptual estimating effort and improve the accuracy of the conceptual estimate output. . A new technology or projects with significant challenges such as large complex overseas projects should be looked at more closely than standard projects being constructed in North America or Western Europe. drawings and specifications that perhaps are more than 50% complete) to adequately produce lump sum bids. profitable or have an adequate ROI / EBITDA. scope growth are recognized and allowed for in the body of the conceptual estimate. The quality of the current engineering data: Greater emphasis should be placed on improving any engineering deliverables that come out of early engineering studies i. they do not need to go into as much detail as a contractor. How contingency and risks are captured and incorporated into the conceptual estimate.27 - . unlisted items. FEL-1 and the FEL-2 effort. The estimate review process: The project team needs to allow enough time to perform a line by line estimate review of the estimate basis and pricing philosophy that was used in compiling the conceptual estimate. contractors need definition (i.e. assigning roles and responsibilities and timing needs. Optimizing the Conceptual Estimating Effort: Conceptual estimating is a complicated topic. related to the owners requirements for obtaining additional CAPEX funding. On the other hand Owner’s cost estimators / cost engineers need to ensure that the have a total understanding of the scope. The issues of how unknown scope. they need to be able to compile semi-detailed estimates that are a combination of takeoff’s and allowances that adequately captures the intent of the scope of work statement.e. SECTION A . a shopping list of all the cost items. as the detailed design. they are tasked with constructing under budget and within a specific time limit. cost effective way. Producing CAPEX estimates and controlling these subsequent budget(s) necessitates a wideranging and coordinated effort. quantity takeoff approaches and generally all the steps required to produce a CAPEX estimate”. “What is a capital cost estimate”. Procurement and Construction) – (EPC effort). then generally the overall accuracy of the estimating deliverables / product increases. and of course the facility has to work properly and be safe. Owner companies involved in major capital projects / capital expansions refer to there annual expenditures as CAPEX programs. this will be described in some detail in this and the following sections of this database. procurement. involving various skills – the task of CAPEX estimating requires engineering. a CAPEX project or EPC Project (as they are many times referred to) can be described as a unique one time effort to engineer. Producing a CAPEX estimate takes a lot more art than science. procure and construct a manufacturing / process plant / chemical facility or something similar. procurement and construction is completed the capital cost estimate can be continually refined at various major milestone(s) to forecast the cost of the completed facility. Construction professionals all around the world are continually challenged to engineer (design) procure and construct various process / manufacturing facilities. it is more or less the capturing / collection of all the necessary work items in order to make the planned facility work in a safe. this included understanding various estimating terms. it goes without saying that the execution and management of these programs is critical to the future heath and growth of these organizations. specifications. sketches etc.). The procedure includes having the understanding of the different types of CAPEX estimates employed by individuals employed in the Manufacturing. engineering. 1 . materials. The capital cost estimate (CAPEX) determines the total cost of the project. labor. Procurement and Construction effort it is the following.2 CAPITAL COST ESTIMATING FUNDAMENTALS Estimating Fundamentals: “The actions involved in assembling a CAPEX estimate related to the Engineering. An estimator must exercise significant business savvy / estimating knowledge in compiling a CAPEX estimate. field indirects etc. Project Management and execution (Engineering. required to meet the requirements of a scope of work statement written or verbal (drawings. Procurement and Construction (EPC) effort. All practical efforts must be made in the early stages of a CAPEX project to accurately estimate the future project. A CAPEX project is the conduit by which the business expands and establishes new or retains current market share or future penetration. As more project data / design information is produced. execution plans. The activity of Capital Cost Estimating is a significant and important undertaking in the projects life cycle i. there is no substitution for experience. estimating methods. construction and estimating / forecasting input. This database has been produced to provide construction professionals with a front-end estimating tool that will allow them the ability to produce more accurate and complete conceptual / front-end estimates in less time. Chemical and Pharmaceutical sectors of the construction industry. well to individuals involved in the big picture “EPC” Engineering. it should be based on the current and anticipated scope of work of the specific project.e. Step 1 Step 2 Step 3 Step 4 Knowledge of Scope / Site Visit Take-Off activities Compiling of Estimating Data Summarization Completion of Estimating Effort (Presentation to Management) Approval of CAPEX Project Items and questions that need to be asked and considered prior to commencing the CAPEX estimating effort includes: • • Has any preliminary engineering / design deliverables been produced specific to this new / proposed project. The following diagram depicts the four basic steps / approach that is common to all estimating efforts. Capital cost estimate(s) can be one of the following three categories – or hybrids of these.The three keys to successful Project Management are # 1 is it safe. Have any PCA’s (Property Condition Assessment) been produced. (Little or no engineering has been completed) 2. Front End / Order of Magnitude Capital Cost Estimate. (Perhaps 10%-20% of the engineering has been compiled) 3. in accordance with the preestablished schedule. # 2 was it built for the value we estimated and # 3 was it built on time. 1. Preliminary Budget / Funding for execution Capital Cost Estimate. (Possibly 50% or more of the detailed design / engineering has been completed) The initial CAPEX Estimate be it a Blue Sky / Order of Magnitude or a Scale up Capacity estimate is either the initial pathfoward towards a profitable and sustainable project / future profitable asset or the initial step towards a potential business failure – once a number is published it is difficult re-visit and modify this number especially in the case were the Business Unit has used the initial number in there forecasting / economic models. Control / Definitive / Bid / Lump Sum Capital Cost Estimate. with perhaps more emphasis item # 2. does the facilities produces what it was planned to produce in a safe and controlled method. many times they have. 2 . The data contained within this particular section endeavors to touch on items 1 through 3 below. this four step approach will be described in more detail in this section and subsequent sections of this publication. engineered. the initial sections of this publication should be a good “starting point” data source for individuals tasked with this responsibility. commissioning and any vendor assistance.COA. What engineering deliverables need to be produced to match the estimating requirements? Who is tasked with the production of these engineering deliverables? How should the estimate be formatted . the estimating group or a third party engineering firm)? What type of facility is being considered / being . Who is going to develop a scope of work. completeness. Industrial Construction (refineries.• • • • • • • • • • • • • • Have any Phase One Environmental Site Assessments been completed in the last 3 – 5 years. quality and accuracy needs. Owners and contractors have to understand that there is no specific method in executing a CAPEX project. pharmaceutical facilities. late payments. 2 and 3 of this publication. disputes. Who will get quotes from vendors. Check the estimate math.) has unique features and requirements. (corporate engineering. changes in scope. What are the timing and staffing needs to meet the goals of the estimating effort? Develop the CAPEX cost estimate following the 4-step approach depicted above. organizations need to lessen the inherent risks associated with the construction industry (labor shortages. Consider contingency. escalation. Is the project a grassroots facility or is it expansion or upgrade. the EPC cycle) is a perilous business. power facilities etc. bad weather and strikes to name but a few are some of the challenges to be faced) the following is one of the many checklists scattered throughout this publication – that hopefully will mitigate some of these risks. after approval utilize estimate as a control tool to monitor progress of the work. CAPEX estimating fundamentals are discussed in some detail in Section 1. there is no standard name or classification / approach. What type of estimate is required (level of accuracy) . hopefully some of the data and methods contained in the following sections will help the reader in understanding these complex issues that need to be considered. the estimating group or a third party engineering firm)? Document estimate basis (inclusions and exclusions – assumptions) include a listing of engineering deliverables. procured and constructed. 3 . to continue in business and to remain in the black. Assembling and calibrating the capital cost estimate for these types of facilities are complicated tasks. with the completed CAPEX estimate. there are perhaps dozens of methods or ways to execute a project. Present estimate to management for review and eventual approval.establish an estimating plan. failure to communicate.e. E / I programming.different countries / different companies / different industry sector all use different terms / nomenclature for in compiling and discussing CAPEX estimates. Again a lot of the issues related to the basics of CAPEX estimating. The following sections should provide the various fundamentals and steps that are required in order to compile a logical and hopefully accurate CAPEX estimate. As was mentioned previously there is no common denominator when it comes to a standardized estimating methodology . Construction (i.structured – WBS . currency impact. chemical plants. all methods have plus’s and minus’s and risks associated with them. (corporate engineering. price increases. magnitude or scale of operation – small operating unit or a large operation with 100’s of plant operators. this includes trailers. (VAT on overseas applications). that has a history and has an existing utility infrastructure and spare parts inventory).e. because of the lack of information / definition and usually “limited” time and staffing resources to complete the estimating effort that is on hand at this point in the EPC project(s) life cycle. initial chemicals and vendor assistance. the site indirects including field supervision related to the construction scope.30%.25% . this may entail the corporate engineering group compiling various front end case studies of the proposed future project. and the subsequent maintenance of this equipment and the field establishment i. storage sheds. ocean freight. • Field Construction / Site In-Directs / Construction Equipment / Field Establishment . it’s planned operation and approach i. • Land purchase (if working on a new property) . bonding. insurance (BAR and workers compensation) and local state taxes. tariffs and import duties. The extent of each of the above cost elements of course is based on the type of facility (i. cranes. including construction equipment requirements i. the accuracy of these “first / blue sky” estimates would be accurate to perhaps +/. plant or facility: this will consist of: • Front End Economic studies .The Architectural . bulk and engineered – commodities and materials. basically the most difficult Capital Cost Estimate to compile. site improvements and modifications that may be required): • The Detailed Design Effort: . (Division 1 or General Conditions / or Preliminaries as it is called in Europe): • Other items could include contractor’s fees. associated with major equipment. needs analysis.e. • Project Management / Construction Management and Procurement activities associated with completing the CAPEX project.The actual field installation / construction work. currency fluctuations specific to the CAPEX project. furniture and fixtures. spare parts.The (CAPEX) capital cost for the Engineering. continuous operation or some other time frame.consist of owner front-end initial costs including internal ROI investment studies and a marketing analysis. The execution phase of a capital project involves a series of activities and steps covering a 4 . welding equipment etc. small tools and consumables.Engineering (A/E) (EPC) design effort (production of specifications and design drawings and project deliverables) including reproduction expenses and travel costs associated with completing the engineering / architectural scope.The real estate purchase or leasing cost may need to be included with the CAPEX (including any remediation. Procurement and Construction (EPC) project(s) comprises of all the activities and expenditures associated with the primary establishment of the specific building. demolition work. owner provided equipment / materials. unique – first of it’s type. needing utilities or an continuing ongoing production facility. control philosophy and the actual location of the CAPEX project (s).e. Further items that may need to be considered includes: expense items (relocation or refurbishment of equipment).e. This publication is focused on the Front End / Order of Magnitude Capital Cost Estimates. engineering. CAPEX capital cost estimating completed in a business like manner is one of the more significant (milestones) activities of the above mention execution phase. any demolition or site remediation costs? Will the new facility be given relocation grants. are there cost differences in the operating costs of these processes? Will this facility new or add on require new services and utilities. Selecting and agreeing on a new Chemical Facility / Manufacturing location is a challenging task. procurement and construction functions. needs to be to some extent defined. the project team must hand over the optimal business evaluation at the front end stage(s) of CAPEX project.e. the scope. hopefully some of the benchmarks and data points contained in this publication will assist the reader in moving forward on this initial estimating requirement and it will be useful in the next cost estimating stages. some front end / preliminary design work needs to have been completed.e. Will we need to get any special permits from Local or national Government agencies? Is this were future growth for this product will occur.wide range of management. Should the capital cost estimate include land purchase.10 .e. or should we renovate an existing facility to accommodate this new facility and future product demands. some of these issues and factors are listed below: • • • • • • • • • • • What is the 5 . what are some of the key site selection factors that need to be analyzed and estimated. various manufacturing / production schemes need to have been considered and scoped out. i.15 + year production plan for this facility / and or product (including product). These questions and many more will have to be analyzed. Asia or South America Were should the new facility be built. the first activity on the this Site Selection Procedure / Process is to come up with a Front End Conceptual Engineering study that perhaps gives 3 or 5 execution options together with a Blue Sky / Order of Magnitude Cost Estimate with a +/. that needs the input from corporate engineering. i. Are there differing manufacturing processes that can be used. training assistance. at an existing company owned facility. one of the major elements / work items is the production of a Capital Cost Estimate (s) be that estimate an conceptual (limited engineering definition) or detailed (a large amount of engineering has been completed or is available). on a new grass roots location. South E. Project Control – Cost Estimating is to provide the optimum technical and business solution to the business unit planning a new plant / facility expansion(s) or upgrade(s). together with value (which of course is part of the business solution) for future CAPEX investments.25% accuracy.more importantly it is one in which the cost estimator can play a key role in advising / finalizing / selecting the final location(s). corporate finance staff and the business units senior management that will take possession of and operate the completed facility . The basic tenet of Project Management and it’s sub elements i. Project specific and accurate cost estimating is the hallmark and central issue for 5 . Delta V or similar or can we obtain a competitive advantage by using low cost labor to operate the plant and minimize costs on the I/C account. tax holidays and or incentives by the state or country that the new facility will be located? Should we consider future expansions in this CAPEX cost estimate? Will we need to train / educate the plant operator? Will the new plant require state of the art control systems. while a (low) understated CAPEX cost estimate containing basic errors and one that has missing scope items in contrast can lead to significant cost overruns. Conduct a site visit. a research and development building. Scope Definition / Scope Development (usually the first item to be started).a go or no-go decision tool. were should we locate this new manufacturing plant in North America. an Animal testing / research facility. 6 . should we expand this facility or at another facility. a food processing facility. WHAT IS A CAPITAL COST ESTIMATE / HOW IS IT COMPILED / WHAT ENGINEERING INFORMATION IS REQUIRED / HOW ACCURATE IS THE RESULTING CAPITAL COST ESTIMATE The “specific” activity of capital cost estimating is characterized as the collection / assemblage / of all the Engineering. Summarization and calibration of estimate to match site / project specific location conditions. a resins plant. revamp of any of these or similar type capital projects. Compiling / Solicit and obtain quotes from vendors and sub contractors if time permits for major equipment and other key scope items. i.e. questions and more questions that need to be resolved. an alumina smelter. produce milestone schedule. what is the ROI. including Construction Management. The major equipment.a CAPEX project success. how much will this project cost. Determine an estimating plan. Compile listing of required engineering deliverables. A CAPEX project (this could be any of the following). public buildings and offices etc: THE CAPITAL ENGINEERING / COST BUDGET PROCESS ENGINEERING AND CAPITAL COST ESTIMATING This effort consists of the following tasks that need to be completed: • • • • • • • • • • Project Commencement (Initiation / Kick Off meeting). a petroleum refinery. can we buy this product from a “toller”. If yes proceed with production of design deliverables. that cause the business unit serious problems. to provide the path forward for management action . a manufacturing / production facility. a state of the art .pharmaceutical facility. issue ASAP approved for construction (AFC) / issue revision “O” estimate / estimate basis document. All CAPEX capital cost estimates a common goal. Start Up. a (high) overstated estimate could be the reason to cancel a future profitable EPC project. plus numerous general buildings / facilities such as hospitals. this situation can boomerang back on the cost estimator / project manager that compiled this estimate. an API facility. Quantity Take Off’s. does it make economic sense to build this proposed facility. universities. Commissioning. of course the cost estimator can take a leading position in this decision making process. an industrial chemical plant. airports. or a power plant or the upgrade. a process plant. physical work / installation activities that are project specific or the actual effort / endeavor included within a pre-approved / established scope of work (project basis) / project brief. Validation (if required) items / enumerated costs and allowances. Europe or in South East Asia. Procurement and Construction (design deliverables – drawings and specifications and other project related reports) related work. an offshore pipeline. Management Review and Approval (Approve – yes or no). note these four steps are depicted earlier in this section: Item # Step 1 Knowledge of Scope / Site Visit: Familiarization with SOW. construction. a specific method / approach or system for determining “the final cost” of a specific product or project. Selecting the value / amount to be charged to the owner / client so as to completely include all cost elements including engineering. risk items. In order to adequately estimate. together with future ongoing expenditure and progress analysis. these activities are as follows. equipment and labor required for the proposed project. Project deliverables / documents or reports known as “Capital Cost Estimates” are the benchmark / road map against which the project(s) / cost execution / performance on a specific project is calculated and measured and perhaps used as a future metric or benchmark. The CAPEX capital cost estimate must provide sufficient accurate information to establish its authenticity and it should contain an adequate amount of specific details to permit future trending activities. labor and bulk materials and in-directs to be furnished and work to be completed. productivity. includes assigning contingency funds. waste. collection and grouping the physical quantities of work.engineered materials services. risk. In the scope of work statements with appropriate cost values man-hour units to the items of work earlier collected in the take-off phase. that matches the projects intent and scope of work. The term “capital cost estimating” as its description signifies / implies or suggests is a thought-out / educated approximation of value or worth of a product / project or activity (cost estimators with ten or more years in this business can focus in on the main cost drivers in a CAPEX cost estimate and can usually come up with an opinion whether the cost estimate is accurate or not). profit margin and possibly shared saving. Compiling and calibrating the capital cost estimate into a final capital cost estimate or the following “bid or proposal” document. 3 Compiling: Pricing out the work items 4 Summarization: Finalizing the CAPEX estimate Description Reviewing documents and scope issues. becoming familiar with the goals of the proposed project. Applying the take-off and the data contained and described. 2 Take-Off: Quantifying all SOW items. visiting the proposed project location (if time / estimating budget permits). procurement. contingency and profit and all other project related cost elements such as overheads needed to successfully execute the project and realize a profit. this compiling or formatting effort could also include assigning the work to a work breakdown structure. square foot or M2 units. The activity of Capital Cost Estimating is a procedure realized in four basic and important activities that need to be completed. Quantifying. compile and assemble an inclusive front end or detailed capital cost estimate 7 . preparing a detailed listing of all materials. basically the take-off is a “shopping list” of all the required scope items / work items that are depicted on the available drawings or that are described in the scope of work statement. ) Breakout estimate into direct and in-direct cost elements be Project specific (breakout into major E. major equipment. the bench mark basis and part of closeout package.correctly. An addendum may explain or revise the bidding documents by making additions.P.A.S.percentage value. KEY CAPITAL (CAPEX) .O. or modify the bid package. Understand key cost estimating terms and nomenclature i. 10.COST ESTIMATING / INDUSTRY NOMENCLATURE The listing below provides a generic description of cost estimating / engineering terms. (Not part of the final project item. Accuracy: Acknowledgment: Addendum: ACPH: Allowances: Alternate: The required actual range of accuracy is a report of the least expected cost and the highest expected cost.B. 5. installing labor. A formal change or drawing modification provided prior to the actual date proposals are opened. The cost of adding a scope item is usually identified 8 . 8. Comprehend and have a total understanding of the “scope of work” to be estimated. 3. applications and uses.C. Capital Cost Estimate categories (OOM. A formal instruction from the A/E. definitions and common cost estimating terms. construction management. 2. preliminary estimates. The number of times per hour the entire air volume of a space turns. and detailed engineering specific costs. clarify the scope of work. Develop a listing of all components of a capital cost estimate. reporting document. Consider and assign overhead costs. Utilization of capital cost estimate document. Development of the estimating plan. validation services if required. Indirect Cost Elements. Format the CAPEX estimate to the Operating Companies . / W. eliminate scope items. many times depicted as a +/. contingency. (as per the four basic activities described above) it is essential that the cost engineer / cost estimator discernibly comprehend and “buy into” the previous described “the four step estimating process” together with the basic fundamentals of capital cost estimating methods / techniques described in the previous section(s) A – 1 and this section. which include materials (bulks). what and when. judged against to the most probable cost.e. temporary items). A standard form used by a vendor / supplier to confirm that the goods / supplies / materials / equipment have been received. who. categories / scope items) 7. 6. lump sum bid or validation type estimate etc). 4.client’s code of accounts (C. they include the following important issues: 1. while not all-encompassing these are some of the basic terms and nomenclature encountered in the cost estimating / cost engineering function: Refer to section A -3 for specific CAPEX estimating methods. management tool. Supplementary funds included in a capital cost estimate to cover the cost of known but indeterminate scope requirements for an individual activity or work item to be performed. profit and risk Items 9. owner / client for the cost of adding or removing a scope of work item from the proposal / bid documents. The following subsections give a synopsis of these needs / essentials. procurement and schedule basis. Value Engineering / Functional Benchmarking. offer to complete a specific scope of work. Orders that have been received but for some reason have not been accepted by the buyer. Usually refers to the actual manufacturing / chemical processing unit / area and includes all process / chemical production major equipment. stock / inventory. petty cash. These items can be purchased from a standard list description and are bought in quantity for allocation as necessary. fringe benefits and union contract responsibilities.: Assets: Backlog Order: Bare Cost: Batch Process: Battery Limit: Bid Documents: Bid Form Bid Opening: Bid Price: Binder: Bulk material: Burden: as an add alternate (put). unit may support 2 – 5 operating units (I. Examples are bricks. tabularize and read out loud. Many times known as I.Q. interrelated groups of equipment or related facilities. basically what the company owns. utilities. plant equipment.e.B. roads. surrounding a plant or unit being engineered and / constructed or operated. bonds. A plan to pay off a financial responsibility / loan according to some agreed timetable.B. including all addenda distributed prior to or during the bidding period. and excludes such other shared services / amenities / utilities as storage / loading areas. On some occasions an O. pipe. Includes local taxes federal. The bare cost of a project includes all costs except for overhead and profit margin. reinforcement.) or more. conduit. imaginary or actual. established many times for the specific reason of providing a means of specifically / accounting for / designating / recognizing / locating certain area’s / operating area’s of the plant. state and general insurance requirements. tank farms. and proposed contract documents. The proposal values i. (inside battery limits). in general. stocks. Any quantity.S.S.S. Active Pharmaceutical Ingredients. outstanding invoices. Or an area encompasses one or more geographic limits. signed and tendered as the basis of the bidders proposal. warehouses or other (shared) supporting facilities. information / project data and design deliverables made available to bidders. An imaginary border around an operating plant / production unit / manufacturing area (usually depicted on plot plans as a dotted or hatched line). Cash in bank. property. bid forms with all drawings and specifications. A prescribed meeting held at a specified location. A manufacturing process that process / produces a specific quantity of product. investments. admin buildings. the cost of pulling out a scope item is known as a deduct or alternate (take) in construction industry.B.S. fittings and cable. A temporary but binding commitment by an insurance company to provide insurance coverage. A small glass vial sealed after the filling process is completed.L. 9 . date and time at which sealed bids are opened. Instructions to bidders. Basic materials procured in lots. no exact item is distinguishable from any other item in the lot. these items are usually known as off-sites or O. The actual cost of sustaining / maintaining an office (Main or branch) with support and management staff other than specific jobsite work crews / field force.L.L.L.B.Amortization: Ampoule: API: A. A form provided / hand over to a bidder. and grading future capital expenditures for the purpose of evaluation and selection. refer to later section for additional details. 10 . evaluating. i. A legal agreement between two or more participants / parties. A request for extra payment. A change in intention specific to the scope of work or plan. installation and construction of buildings / facilities / and manufacturing plants. An organized modus operandi for cataloging. • A Schedule of Rates contract / Unit Price contract.P.e. A written (formal) change request made by the client or the A/E firm to the design deliverables or the completion date following contract award. which may be of the kinds detailed below or a combination of the following: • A reimbursable cost plus contract. A written or oral agreement between two or more parties / entities to render a “specified” act that is enforceable by law.C & F: Calibration: Capital (Budget): Capital (Direct Cost): Cash (Flow): Change Control: Change in scope: Change Order: Claim: Clean room: Contingency: Contract (Types): Cost and freight. • A Bonus-Penalty contract. The calculations / sum or values in any time phase of all money receipts (invoices) and expenses. The process / procedures used to denote for all changes that are made to a manual or computerized tracking system. • Design / Build contract. • Concession contracts. or program that results in a pertinent disparity from the terms of an approval by senior management. • Fixed-Price / Lump Sum Hard Money type contract. By and large. (Guaranteed Maximum Price) contract.M. for additional / modified scope. • Negotiated contract. all the parties that are associated with the construction contract must buy in to the subject change order for it to be an approved change order. The demonstration that a particular instrument or device produces results within specified limits by comparison with results produced by a reference or traceable standard over an appropriate range of measurements. AFE document. A sum of money supplementary to the capital cost estimate to allow / compensate for errors that knowledge shows will probably be required. • A G. A contractual document requesting a scope modification or adjustment. A specially engineered and constructed room that is control to mitigate airborne particles / temperature / humidity ISO 14644 – 1 defines the requirements of a clean room. combined with the assessment of the financing necessities / cash flow. The value / real cost of actual material and labor required / concerned in the fabrication. The cash stream of money into or out of the ongoing / future project(s) or production operations. Front End thru Detailed Estimates / Lump Sum Bids). operate. • Change order production and related audits. many times have there own forms of contract. inspection and quality goals.Cost of Capital: Cost Control: Cost Engineer / Estimator: • BOT build. A method of manufacturing at a continuous production rate while still maintaining sampling. The cost of borrowing money / loans from internal or external sources. and transfer type of contract. data sheets. A course of action in which an individual or entity / firm takes the on responsibility under a single contract to complete both the detailed design and the construction effort. Real / tangible costs or direct value / that can be directly ascribed 11 . A value (data point) which relates the cost of an item at a precise point in time to the analogous cost at some subjectively specified time in previous times. performance guarantees supplementary conditions and addenda informing the various parties to the contract of the projects scope the that are in effect in the signed contract. • Major Fortune 500 type companies. • Project control (trending) and administration activities.: Design-Build Process Design to Cost: Direct cost: Capital cost estimating (CAPEX -through all phases of construction and all types of estimates. project drawings. the design / engineering deliverables. • Cost engineering reports (bi-weekly and monthly). The submission of measures / work actions / flow to follow the advancement / execution of an (EPC) engineering procurement and construction projects: An individual / in many cases an engineer whose expertise and knowledge are called upon to compile and produce the following estimating / cost engineering deliverables: • Cost index: Continuous Process: Contract Documents: Cost: Cost savings: cGMP s: D. Current Good Manufacturing Practices Damage free. • Quantity surveys and related audits. The actual value or the price to be paid for a specific contract element or specified line item. • ICE / RIBA / JCT / AIA / AGC / EJCDC / FIDIC contracts. specifications. • Project / construction management assistance.e.F. A reduction in forecasted cost expenditures below the projected value of a specific scope item. • Planning and scheduling. Allocating a fixed monetary amount / value to design a specific system or component. • Plus numerous other applications. i. A cost control system procedure is used to control / monitor actual V’s budget cost expenditures. • Cash flow projects / management / forecasting. • Claim production and mitigation. The contractual agreement (terms and conditions). • Value engineering (ongoing though project life cycle). An Order of Magnitude Estimate are typically complied by utilizing historical cost data. Typically less than 5% of the detailed design has been completed. layouts.M. and preliminary major equipment list together with outline specifications /materials of construction and or pricing. Illustrations would be: end product unit method. Cran. An appraisal / listing / collection of all the future and anticipated expenditures (direct and indirect construction cost elements) and allowances (provisional sums and allowances) of the components of a project or endeavor as described by an established and approved scope of work statement together with any specific drawings and specifications: Some of these estimates are known as: OOM / Front End / Conceptual etc. AFE / Funding / Preliminary / Semi-detailed. Peters / Timmerhaus and Compass type ratio’s / factors. square foot / square meter unit prices. The variance between income (sales) and operating / production costs. an estimate using exponents i. cost capacity curves.70% (or in some cases the detailed design is 100% complete).e. they are described as follows. however there is possibly four to ten additional (hybrids) types that are used throughout the engineering and construction industry on perhaps a less frequent basis some of these are described within this publication: Front End Estimate / Order of Magnitude Estimate / O. D. To understand the basic differences between an Order of Magnitude Estimate and a Definitive Capital Cost Estimate the following should be understood. Miller or Chilton type published multipliers. Definitive Capital Cost Estimates are compiled from defined engineering deliverables. As it applies in the construction industry cost of installed major equipment. ’s general arrangement drawings. ’s / P. Peters / Timmerhaus. Guthrie. and labor directly concerned in the physical construction of the permanent plant. Lang or Wroth. It follows that a capital cost estimate of this kind would be accurate within +40% or -30% range. The above nomenclature are perhaps the most widely used capital cost estimating types used for a manufacturing / process industry facilities. . exponents. bulk and engineered materials. Lang. & I. of the detailed engineering is completed. D. cost capacity curves.an early (in the projects life cycle) estimate made with no complete engineering deliverables or project specific data / or information. And Lump Sum / Hard Money / Tender submission / Turnkey etc. say 40% . Hand.M. A budget estimate is prepared with the use of some basic engineering such as preliminary P. AFE Funding Estimate / Budget / Preliminary Estimate / the detailed design in this situation would perhaps be in the 10% to 35% completion range. Miller. an estimate from historical percentages. Chilton. or an approximate percentage / ratio type estimate. 6/10th type factors. approved / preliminary plot plan. Cran.Distributed Costs: Earnings: Estimates (Types and Accuracy): to a specific item of work / scope or actions. A specific cost element that is pro-rated usually as a percentage value over other itemized cost elements. building or facility. Wroth. 12 . Guthrie. F. a major equipment list and related data sheets and quotations.O. labor. The value / stipulation in actual or estimated costs for future increases in the value of major equipment.T.S. complete with a risk evaluation study and contingency evaluation (perhaps a Monte Carlo simulation). A specific section of the contract documents: They outline the tasks. bulk / engineered materials. allowing for future price adjustment based on changes in specific escalation / inflation value. instrumentation list and project specifications a listing of offsite O.e. The engineering deliverables include approved / signed off general arrangement drawings. i. a preliminary instrumentation list.e.C. sick day(s) paid leave / absence. The particular reason for which a building / facility / activity is completed for its intended purpose. with perhaps a contingency of 5% . procurement and construction specific to the project’s field performance / site establishment / preliminaries Division 1 effort as opposed to direct cost. Worker / Employee related costs / charges specific to the cost of employing an individual.Escalation: Escalator Clause: Extra Fee: Field Costs: F. engineering etc. signed off piping and instrument diagrams (P. equipment and bulk materials. as well as any special requirements / needs and conditions germane to the main contract. In general it is probable / likely that an estimate of this type would be accurate within +25% or -20% range. 13 .: Function: Fringe Benefits: General Conditions: a motor list.10%.L. It is anticipated that an estimate of this kind would estimate would fall in the range of accuracy of +10% and -5%. Most probably some of the construction would be being installed i. insulation requirements. sometimes referred to as inflation. Many times refereed to as Division 1 or Preliminaries. public holidays. requirements and relationships of all parties to the contract. Article included in a contract / agreements / terms and conditions. sometimes known as margin. electrical area classification map. etc. a preliminary piping listing. Indirect related cost of engineering. D’ s).e. operating expense of employment not paid directly to the employee. together with a detailed plan 30 –90 look ahead schedule and a project execution basis . welfare benefits typically these include vacations. soil data and layout of major equipment foundations. An expression sometimes used to signify an item of work involving additional scope and perhaps cost. direct labor. Free on truck. public liability insurance. i. the foundations and the long lead major equipment items would be on order. The “cost/ price” for the use of a contractor’s business / establishment to the amount specified in the contract. (F. social security. structural drawings.A). requirements and a scope of work statement. Lump Sum Bid Definitive / Hard Money Bid / Tender submission Estimates – this kind of capital cost estimate is an estimate organized from perhaps 70% to 100% complete engineering deliverables. due to the fact that the design deliverables detailed engineering level of effort would be perhaps 70 –100% complete.I. a detailed piping list / specification. building / facility drawings (indicating specification and footprint size). single line electrical diagrams (home runs). motor lists.approach. & I. due to ongoing increase in prices.B. e. process etc. confidence levels are obtained in the resolution of mathematical models so as to establish the range or most advantageous cost or confidence level that is utilized to determine the rand or value of contingency that should be applied to the cost of a completed CAPEX estimate. emoluments and insurance expenses originating on labor payroll costs (LPC) that an employer is lawfully obliged to pay on behalf of his or her employee’s. drafting. which can be allocated to specific C.P. Investment tax credit. A project control statistical tool or model used to evaluated contingency needs related the a the level of known scope of a CAPEX project. Loss and damage.B. items / work. a mathematical replication / model technique by which approximate assessments / ranges i. plus all related fringe benefits and labor related costs associated with unit labor costs. Overland bill of lading.: Indirect Expense Invitation to Bid L & D: Labor Burden: Labor Cost(s): L. copying services. The base salary or stipulated fixed hourly rate.T. The PQ stage is more often than not conducted by the operations / research / technical group.O. procurement. The summation of national production of goods / services. OQ stage is still an engineering task but more of a collaborative task.N. inspection.T. indirectly incurred / required and not precisely related to specific project.L. Specific or shared utilities / services / amenities outside the battery 14 .: Home Office Costs (EPC Firm Costs): I. L. salaries. Range estimating is a well-known application of this approach. estimating. office supplies etc). A section of the bidding package / RFQ that request bids for a project. Validation is completed through three phases or steps: (1) Installation Qualification (IQ). end products or specified cost area.Good Manufacturing Practice: Gross National Product G.C.). Labor payroll costs Less than truckload.: Off-sites: Are the undertaking / guarantee of a quality product through quality of the manufacturing / fabrication operations of the whole thing associated with the product from concept through manufacturer? Good Manufacturing Practices requires that validation be performed. expediting. It is the exhibition and audit trail of what has been designed and assembled / constructed will operate and perform its ultimate function. The IQ stage is the engineering function. Used in construction estimating and forecasting. QA/QC activities. CAD.C. manufacturing production at present market values. validation etc.T. telephone. document control. telephones. Notification charge. electrical.P.: O.: Mark-Up: Monte Carlo Technique: N. administration. is usually a percentage uplift to recover and capture and recover general overhead costs and profit. value engineering. / Labor force. typical items include engineering (civil. to make sure that the equipment will operate and within envisaged operating parameters. Basic overhead related expenses (rent. after consultation with appropriate operations / research / technical staff.C. All of three steps must be adequately documented. Costs associated with the performance of business activities which can be allocated to particular ongoing projects. A multiplier / percentage add on.A. common office expenses. Related taxes. (2) Operation Qualification (OQ) and (3) Process Qualification (PQ). industry standard man-hours. includes such items as pipe racks.g. power or steam generation. plant or facility. The assessment of labor effectiveness. A documented program that provides a high degree of assurance that a specific process. loading jetties. The portion of air supplies which comes from outside. The goal of value engineering is to design a facility or plant that will provide the lowest life-cycle costs or offer the best “real” value while fulfilling all performance goals / expectations and other specific criteria it was originally created for. judged against to an established data point as compared to an area of significant knowledge i.e. A progression of activities / events that result in a new facility or product.P. typically happens between the completion of construction (practical completion) effort and commencement of the manufacturing plant production operation / activities. Value added tax. Scope of Work: Secondary Air: Start-up costs: Ton / Refrigeration: Turnkey: U. typically completed at the 10% 50% design effort. i.A.g. test data to be collected. lay down areas and possible parking lots etc.Q. sampling.L. and the work or effort to be completed.: WFI: V.S. method. cost. tank farms. labor and materials to be furnished.B. A means of expressing cooling capacity – 1 ton = 12.T.e. services. critical process parameters and/or operating ranges. For example. the real value or asking price). plus any re- 15 . i. Operating Expenses An actual support related cost involved in the execution of an specific function / activity To commit by a promise. or system will be consistently producing a result meeting predetermined acceptance criteria. e. A written plan stating how validation will be conducted and defining acceptance criteria. Sometimes called or known as O. the protocol for a manufacturing process identifies processing equipment. Required production / operating needs / resources equipment (labor and materials) to commence production the chemical plant / manufacturing facility into partial or full production. out side battery limits. The value / worth / sum of money required or received for an item / object (e. Request for price.000 BTU’s A contract that provides all the required services to construct a building. shared support systems / services. warehouses. reliability and quality. A routine function that is focused at the engineering / design / procurement / construction effort.S. product characteristics.e. Water for injection .: Validation: Validation Protocol: Value Engineering: Ventilation air: limits of process units / manufacturing unit.OPEX Overhead Cost: Pledge: Price: Process: Productivity: R. and acceptable test results. waste treatment facilities and office / changing rooms / control rooms and other administrative facilities – gate houses. United States Pharmacopia.Water purified by distillation / reverse osmosis (contains no added substances). The description of the necessary major equipment.F. Air introduced into a combustion chamber of a boiler to maintain correct fuel / air ratio. number of validation runs. Funding Study Estimate / R. breeding and raising animals. Peters / Timberhaus.F. -20%.’s sheets (main piping runs and materials of construction.O. These early CAPEX estimates are typically made using. locations (location factor). process economics Expected Accuracy: range +30%.D. P. however there is possibly four to ten additional (hybrids) types that are used throughout the engineering and construction industry on perhaps a less frequent basis some of these are described in more detail on the following pages: Additional Types of Capital Cost Estimate / Classifications / Accuracy (1) Ball Park Estimates / Front End / Order of Magnitude: Application / Use: Front end feasibility studies / Starting Point Evaluation Expected Accuracy: range +35%. (2) Business Evaluation / Pre . Preliminary scope of work statement: Major Equipment list (outline specifications. As mention previously the OOM / Front End / Conceptual / AFE / Funding / Preliminary / Semi-detailed And Lump Sum / Hard Money / Tender submission / Turnkey etc. piping take-off’s. Miller or Chilton type published multipliers are good examples of this initial approach.: Warranty: WFI: Worth: circulated air that has been treated to maintain the desired quality of air within a designated space. spare parts. together with perhaps 50% . Value not exceeding.N. -25% Required Data / Deliverables: Engineering complete 0 – 5%.e. are perhaps the most widely used capital cost estimating types used for a manufacturing / process industry facilities. escalation. Analysis: Application / Use: Capital project forecasting. Cran. various case studies are used to fine tune the cost estimate. A basic scope of work statement is also required and any relevant engineering data.Vivarium V. Water for injection The minimum overall capital expenditure to complete or perform a specific activity or function. Contractors / Manufacturer’s certification of quality and performance that many times includes an assurance of satisfaction.X. A preliminary scope statement: This capital cost estimate type is necessary because there is a requirement by the business unit for very early. electrical motor 16 . An area (indoor) for keeping. elements of actual historical past project costs and factoring / exponents for differences in capacity i. ratio’s . capacities.I. Guthrie.70% of the major equipment priced out from at least one vendor) A plot plan indicating locations of major equipment. These initial cost estimates are made by cost engineers / estimators / project managers most familiar with the process / technology or facility being considered. Hand. off sites – usually a percentage value. royalties etc are added as a line item to the estimate. materials of construction. engineering costs. ratio type estimates such as Lang or Wroth. first time / very approximate estimate for a possible new business opportunity or to upgrade or optimize a current operating plant.approximate percentage / historical in-house data. Required Data: / Deliverables Engineering complete 5 – 10%. D.list and main electrical equipment listing. Major equipment locations and foundation requirements. off site requirements (services required. Tanks / storage needs. D.E. D. with budget semi firm proposals / prices from vendors).S. and piping) Preliminary P. Facilities and buildings. approximate line sizes.A. Application / Use: Authorization Request submittal to B.B.D.’s. including items (1). tank farms (capacities. -15% Required Data / Deliverables: Engineering complete 10 – 30% Scope of work statement with execution approach. Storage. The American Association of Cost Engineers (A. F.’s. Instrumentation device list. and off sites). Required Data / Deliverable: Engineering complete 50% – 100% (closer to 100% would provide greater accuracy) Scope of work statement with execution approach and detailed EPC and start up Schedule. Preliminary P. / Control philosophy. capacity): Royalties. EPC engineering manhours including items mention in (1) above. • • • • • • • • • • • • • • • • • Major Equipment list (specification complete.S. Preliminary P.’s 20 – 50% complete. has outlined the following most widely used types / classifications of capital cost estimates. ’s.C. pipe racks.) perhaps the most widely respected authority on capital cost estimating and cost engineering.C. The following listing of estimating data / types of estimates is recommended by the American Association of Cost Engineer’s (A. spare parts list. Refer to later section for specific details / approaches on compiling this capital cost estimate. of course it goes without saying that the more advanced the 17 . P. I. In ever-increasing order of accuracy. I. EPC engineering man-hours.B. Expected Accuracy: range +25%. buildings. Insulation. major scope changes for approved projects. Phase 1 Environmental Site assessments. size.O. (4) Control Estimate / Detailed Estimates / Hard Money Proposal Refer to additional data / estimating approaches contained in following sections. (2) and (3) mention above.L. (3) Authorization for Funding. structures pipe racks (type. tracing and painting specifications together with line lists. Electrical scope of work / classification together with preliminary motor list. Main pipe headers / Pipe bridge locations and tie-in points.C. I/C control philosophy. Facilities. -5%. structures.A. All items previously mention in (1) and (2). tank farms. Support services / off site requirements.L.A. & I. Site plan (showing process area. Electrical area classification. sometimes called an (AFE Estimate) / Preliminary Estimate. &.E. including: / Sketches / Photographs.E. spare parts list. insulation requirements M.). layouts / materials of construction. Preliminary site plan. height) I. Expected accuracy +5%. Royalties. materials of construction) Support services. there is no common denominator when it comes to a standardized estimating methodology . Combination of (3) and Semi detailed estimates (partial take-off). the major categories of capital cost estimates considered by AACE are as follows: Name 1.M. And Contractors Lump Sum / Hard Money / GMP proposals. +15% -30%. +30% 30-100% -5%. Cost Estimators / Engineers typically can utilize the 3 to 6 capital estimating types / methods that are described below. +50% Another method for determining contingency and accuracy is as follows: Type of Estimate OOM / Ball Park / Blue Sky Conceptual / Pre . Definitive / Lump Sum / Fixed Price Typically Completed Engineering 0-10% Accuracy Range 5-20% -15%. 3. Again we are making a partial list of these names that the writer’s have come into contact with after working in this arena for almost thirty years.5 – 15 2. there is no standard name or classification / approach.designations .different countries / different companies / different industry sector all use different terms / nomenclature for in compiling and discussing CAPEX estimates. Systems / assembly estimates Owner’s / engineers estimate.5 – 7. 4. Square / cubic foot estimates. 5. they can be one of the following or some of the estimates that were discussed earlier – there is no hard and fast rule to this selection / choice. 1.Design / Feasibility Front End / (FEED) / Preliminary Budget Control Lump Sum / GMP / Turnkey Contingency % 30 . 6. 2. Front End OOM Order of magnitude 2. As has been mentioned previously the engineering / construction – process – manufacturing industry is scattered all around the world.estimates include: 18 .engineering effort is the greater the accuracy of the estimate.40 20 – 30 15 – 20 7.M.5 Accuracy % +/40 – 50 20 – 30 15 – 20 5 – 10 0-5 The best solution is to use an average of both methods indicated above to arrive at a value that meets the reader’s needs. Ballpark estimates / Blue Sky / O. these (22) names . Budget / AFE (approval for expenditure) 3. Utilization of EPC Contractors . (3) Budget / AFE Estimate (4) Lump Sum / Control Estimate Project Definition Package completed EPC Project Execution Basis Semi Firm Quotations Based on Equipment Lists and Equipment Facility Operating Needs. SWAG. Return Cost Data for Comparable Plants. Verbal / Phone Quotations Supported by. Guaranteed maximum Price GMP. Lump sum. Initial Major Equipment Lists and Facility Operating Needs. 30% of detailed design. Turn Key Lump Sum (TKLS). Front-end study. Semi – detailed. 19 (Hybrid of 2 & 3) F.e. Tender submission. Cubic Foot. / Semi Detailed Estimate Preliminary / Front End Studies (For Business / Venture Team). AFE / Budget. Location In depth Estimating Procedures with Firm Quoted Major Equipment Costs.• • • • • • • • • • • • • • • • • • • • • • Early Identification Business Estimate. Square Foot. Blue sky. Turnkey. Order of magnitude.O.M. Hard money. ENGINEERING DELIVERABLES NEEDED AND BUDGET PRICE TO COMPILE VARIOUS COST ESTIMATES (2008 NORTH AMERICAN BASIS) AND TO SUPPORT ESTIMATE BASIS: (Includes Front End conceptual engineering and estimating activities. usually the estimate is converted into a lump sum at a stipulated milestone i. Definitive Capital Cost Estimates. Control estimate. with procurement group involvement in obtaining budget quotes. Initial Major Equipment Lists and Facility Operating Needs.) Engineering Deliverables & Tasks (1) Ball Park Conceptual Estimate (2) Business Evaluation / O. Pre-Design Case Study. Ballpark. Final / Project Control Estimate. Location Factors and In -House Estimates Supported by.E. Estimate Objective of Estimate Initial / Front End Phase Assessments & Economic Appraisal Initial / Front End Phase Assessments & Economic Appraisal Estimating Procedure Utilized Typically Supported by Historical Cost Data Points. Preliminary. Conceptual. pricing Location Factors Computerize d Estimating Systems Project Control Group with Project. Support and Purchasing Assistance Factors Computerized Estimating Systems In-house Computerized estimating system Project Control Group with Project.500 M. ’s 150 to 600 M.$15K $15K . Engineering. Engineering. ’s Typically compiled when the detailed design and the engineering deliverables are between 35% and 60% completed . ’s 1. Support and Purchasing Assistance EPC Contractors / Detailed review by Cost Engineering Group 4.H.H.H.Computerized Estimating Systems Compiled by Project Control Group with support of a Purchasing Agent in obtaining M.000 M.000 to 8.H. ’s 600 to 1. ’s Milestones / Remarks Compiled with less than 5% of the detailed design completed Compiled with less than10% of the detailed design completed Compiled with less than 15% of the detailed design completed Compiled with less than 25% of the detailed design completed and key major equipment items have been places on order 20 Location Factors Computerized Estimating Systems Project Control Group with Project.500 to 4.E. Engineering. Support and Purchasing Assistance Estimate Accuracy Range -25% +35% -20% +30% -/+ 20% -15% +15% -5% +5% Capital Cost Estimate Preparation Cost Estimating & Engineering man hours at $65 / hour (Based on $5 to $25 million Project) $5K .$40K $40K-$100K $100K-$250K $250K $500K+ 75 to 230 M.000 M.H. & I.D. & I. In depth control estimate by EPC Contractor.L. D.S. 21 Information of Project / Location Operating Methods is fully scoped out (Detailed Execution Approach and Approved SOW statement is being utilized) Detailed Design / Procurement / Construction effort is well advanced Detailed Process / Project Scope Document Detailed Engineering (P.Scope Definition Information of Project (Initial SOW statement is available) Historical benchmarks of completed facilities exists Information of Project / Location Operating Methods (Preliminary SOW statement is available) Historical benchmarks of completed facilities exists Information of Project / Location Operating Methods (Preliminary SOW statement is available) Preliminary Plot Plan.E. defining all .F.D. approx 50% 70% complete).B. ’s) Initial Process Scope Document Preliminary Process Flow Diagram (P.D. Count / Size Magnitude / Operating Constraints Preliminary List / Size Magnitude / Operating Constraints Verbal / Fax Telephone Vendor Quotes on key Major Equipment items Semi-Firm List / Size Magnitude / Operating Constraints Verbal / Fax Telephone Vendor Quotes on key Major Equipment items / Sketches / Layout Drawings Major Equip. value Factored Typically 30% to 70% of I.B. Preliminary Execution Plan Milestone Schedule Information of Project / Location Operating Methods (Detailed SOW statement is available) Preliminary Design Specifications 100 + Activity Schedule Process Engineering Deliverables F E / Initial Process Scope of Work Document is Commenced Initial (P.D. Count Preliminary List / M.F. & I. D. D. ’s) Preliminary (P. ’s) Detailed Process / Project Scope Document Preliminary (P.F.S.E. ’s) Preliminary Process Flow Diagram (P. ’s) signed off or 70% complete or better Definitive / Firm List / Size Magnitude / Operating Constraints Written / Itemized Vendor Quotes on all Major Equipment items.F. value Scope out work items / Initial Off sites / Support Services Flow Diagrams Scope out work items / Project Team needs to define and scope out. ’s) Preliminary (P. Semi Firm Quotes Off sites (Support Services / Utilities. ’s) 25% to 50% completed Major / Process Equipment Initial List / M.L. (EPC effort should be well advanced. Storage) Factored Typically 30% to 70% of I. 7. C and D above could be reversed dependant on execution strategy.5% 80% To 85% 80% To 85% 80% To 85% 80% To 85% GC / Field Estimate Owner Costs Contingency Range (Does Not Include Revamp Considerations or Process Development Allowance) Typical Industry Confidence Range (using REP) i. C could be used as a check estimate of the AFE Estimate. Resolution Allowances added to undefined scope.5% Less than 5% EPC Contractor / Office Costs Factored Factored Factored / Semi Detailed Factored / Semi Detailed / Detailed Estimate Detailed Estimate Spare Parts / VA / I-C Programming Factored Factored Factored / Semi Detailed Factored / Semi Detailed / Detailed Estimate Detailed Estimate Factored Factored Factored / Semi Detailed Factored / Semi Detailed / Detailed Estimate Detailed Estimate Factored Factored Factored / Semi Detailed Factored / Semi Detailed / Detailed Estimate Detailed Estimate 25% or Greater 15 .5. Detailed Estimate Indirect Field Costs Factored Factored Semi detailed Semi detailed Resolution Allowance to known scope of each account / sometimes known as undefined scope allowance.5 . N/A Assumed to be included in factors N/A Assumed to be included in factors 5 – 10% 5 – 7. Resolution Allowances added to undefined scope. Range Estimating Program 80% To 85% Notes. Resolution Allowance should not be required at this advance point in the projects life cycle.e. 22 .25% 10 . required work items.Project Team needs to define and scope out.15% 2.20% 7. the EPC organization is challenged to make a profit (fee) on there projects and to keep the workforce / staff busy and billable (at the same time ensuring that a positive relationship is maintained with the Owner – that will result in additional projects in the future). team continuity and a whole host of other project specific situations could seriously impact the cost of the final facility. The following chart summarizes the eight steps of a project management / capital cost estimating process and the level and type of capital cost estimate effort required to compile various estimating types (A .75% of the scope can be “nailed” down.). did the EPC effort realize an adequate return on investment ROI). the opposing goals mentioned above (of the Owner and the EPC contractor) are many times the cause of problems and friction on CAPEX – EPC projects. the resulting 25% . There are two points of views concerning Capital projects. the owner doesn’t want to hear about extras and the contractor is of course motivated to issue change orders to recoup all the costs they have expended. refer to 23 . contract type. government involvement / changes in tax structure when project is being executed (similar to what has occurred recently in a major oil producing country in South America).3) (1) Schedule (executed and handed over to the future operating / business unit in accordance with the preestablished milestones . market conditions. History has proved over and over that to be successful in executing a CAPEX . an example of this is floor drains. this is why bi-weekly change order meetings are so important. was the EPC effort safely performed and is the new facility safe to operate.Resolution Allowance (Undefined Scope Allowance) is an allowance / estimate for required scope that has not yet been defined. sophistication of plant. control philosophy etc. just as CAPEX projects that fall outside the “three legged stool” model could be considered failure. climatic condition (hot or cold working conditions). to protect the bottom line cost of the capital estimate. these points are what / which organization is involved with the Capital project an Owner or Engineering. the cost estimate is the established metric by which the project is measured – for an Owner it is ensuring that the approved budget is not exceeded (we don’t want to go back to management for additional / supplementary AFE funds and for the EPC contractor it is the making or exceeding the established fee. It must be recognized by the “project team” that external factors such as worker productivity. PFD’s. if 60 % .G.e. will enhance future sales and profit margins.Capital project(s) that a road map needs to be established and closely followed (an outline of the scope of work. for both organizations it establishes the “cost” specific to scope of work that is currently established.30% of the unknown / risk items can be somewhat identified and costs can be allocated to these items. i. milestone schedule and cost estimate / budget. an adequate resolution allowance and contingency can be established.) (2) Cost (did the cost fall within the preestablished AFE funding basis. the Owner company needs to ensure that the capital project is executed within the preestablished budget (the AFE) the agreed to capital cost estimate – no major cost overruns. but we know they are required. Procurement and Construction (EPC) organization. it should not be taken out of the contingency value. Capital projects that meet the “three legged stool”. location. project goals. the scope requires floor drains however the engineering is only 20% to 50% complete. typically a resolution allowance of 5% would be added to the drainage account to cover the cost of this undefined scope item. major equipment requirements. Capital projects and the eventual estimating effort and the final cost has differing challenges / goals for each of these organizations. Capital projects that are deemed a success by the appropriate stakeholders (Owner and EPC contracting entity) are identified as the capital projects that meet the “three legged stool” criteria. (refer to Section A . for an EPC firm did we make a reasonable return / fee on our activities and (3) Quality / Safety (can facility produce / meet pre-established production goals and current and future commercial metrics. criteria.completion date. floor drains are not shown on current drawings. the resulting accuracy would be +/-30% Less than 2% . Conduct 2 day Value Engineering study / session. timing considerations – milestones of when estimates should be prepared. 3 Capital Cost Estimating activity / Deliverables A. and funding approval limitations / monetary approval levels and the experience of the estimating / engineering resources compiling the capital estimate. Step Number Business Unit / Project Management Activity 1 Business unit identifies potential market need / commercial prospect – need for further evaluation – eventually leading to a CAPEX project. E&I control philosophy. Produce preliminary – semi final SOW / Path forward statement. / Semi-Detailed Engineering Estimating activities refer to Section D-1 Choose best business solution / technical approach. Engineering / detailed design should be in the 20. F Control Estimate G Lump Sum Estimate Produce any applicable change orders Produce any applicable change orders / reject or accept any claims 4 5 E. ratios and exponents. resources needed to establish the scope of work. Site development plan. different technology.3 Page 6 – 18 for description of seven capital cost estimating methods (A G) and nomenclature and required design deliverables. different manufacturing steps). Scale Up / Capacity Estimates SF/ M2 unit costs. P&ID’s. Consider various alternatives (Case Studies) / business solutions (i. Scale Up / Capacity Estimates C.e. AFE Funding estimate (used as initial control tool) F Control Estimate G Lump Sum Estimate 24 Remarks / Comments Typically less than 1 . Cost estimate would be based on a combination of factors. Blue Sky B. M.5% of future design deliverables completed. initial location and layout may be identified.5% of future design deliverables completed.E.50% completion range. could be an update of step # 1 and SF / M2 / Cubic Feet historical unit costs would be the desired estimating solution. the management approval cycle. building sections. production rate. Utilize 3rd party engineering firm to compile conceptual / PCA / preliminary / design. C. footprint of facility and itemized listing of engineering and CM activities and any other significant project related scope / cost item. Conduct Value Engineering Study or in step 5. Front End Semi Detailed Estimate E. Obtain full or partial AFE funding. structural arrangements.Section A . Still less than 10% of detailed design completed – or the estimate is based a on preliminary engineering as # 3 above.10% of detailed design completed (this could be considered preliminary engineering – the detailed engineering has not commenced).E. list. Blue Sky (refer to Section A – 3 – page 7) Tons or pounds of product / barrels of oil Capacity driven factors / exponents Ratios A. AFE Funding estimate (Refer to A-3 page 9) 6 Audit / monitor / trending activities. Ratio / Factored Method D Some initial F. Develop detailed SOW and getting operating unit approval of required scope and select EPC approach / select EPC contracting organization. early PFD’s and preliminary engineering studies need to be completed (consider different locations. location. engineering deliverables should include. Ratio / Factored Method D. Less than 5% . technology and layout is identified. In reviewing this chart consider required accuracy of estimate. Electrical classification. implement bi-weekly / weekly cost trending meetings. 2 Produce an initial Front End scope of work statement that satisfies the business unit’s current and long term business plan and goals. and continue to monitor / trending activities. tolling or produce product in house) at a new or existing manufacturing / production facility. Complete final cost report and compile benchmarking project database for future estimating / forecasting . PFD’s. (Hybrid of A & B) B. or it could be the situations were no design work has yet started. Conduct cost engineering activities. 7 Complete and hand over facility to business unit. foundation plans.2. success’s and problems encountered. To reiterate on what was earlier mentioned. bulk and engineered materials. digitizers. procurement and construction process cycle. a “roll up your sleeves / take charge" attitude and aspirations for constant improvement. fees. to the latest linked computerized spreadsheets. Produce executive summary type report. a penchant for collecting historical / actual construction cost data. is it a budget. an understanding of basic economics and knowledge of the proposed project execution minutiae. or is it an update of an earlier compiled estimate. currency exchange rates utilized and any other high risk items that need to get buy in by senior management. including. rotometers. capital major equipment types and construction crew make-ups. exclusions. It is an interesting and rewarding job. 3 D CAD drawings. 8 “Lessons learned” -Internal management review (Senior Operating group staff and “Construction Services” Senior Management / Project Manager / Estimator / Cost Engineer). compared to final close out report and a detailed comparison of final cost. lap top computers. a study / ROI feasibility evaluation. installing / construction methods. insight of the construction process. Note: the above mentioned Capital Estimating Deliverables should contain supporting backup. listing of engineering deliverables the estimate is based upon and other items that are described in greater detail in Section A . basis of estimate. together with organizational / filing skills. safety and schedule (plant handover). an understanding of what the purpose of the capital cost estimate. an understanding of all current estimating tools.3. every project is different. an open mind to new estimating / cost control methods. construction (CAPEX) projects by their very nature are a one-time effort 25 .applications. the building blocks and components of the production of a high-quality capital construction cost estimate(s) and the education / knowledge requirements / job experiences / credentials of a successful estimator are. together with details on how escalation values were established. a flexible work ethic and the ability to work flat out for extended periods to get the job done. scale rules. reconciliation of forecasted and actual project goals Report based on original project concept and goals of project. accuracy of the resulting estimate. including the construction procurement cycle. basis of escalation. A CAPEX Estimate / EPC Estimate can never be considered complete without the approval buy-in of Senior Management (this could mean both engineering and construction support management as well as the business unit management (the management that will operate the facility when the “project” is completed). this perhaps is one of the most important attributes. i. at least 5 years hands on experience in compiling all types of construction estimates. detailed knowledge of capital cost estimating techniques and bidding procedures. insurance costs. it should contain: A scope of work statement. indicating lessons learned. the INP cycle and engineering and design techniques that are utilized by the design team. access database versions or a complex purpose made computerized estimating project control software package. estimating assumptions.e. the “gumption” to speak up when problem (estimating / cost trends) are encountered. construction field experience / knowledge of the total engineering. A cost estimate to be a useful tool must contain enough detail for management to choose possible different approaches and of course make sound business decisions. a Major Equipment listing with costs (Preliminary / Budget quotes were possible) a field labor cost allocation / report (indicating total manhours and appropriate dollar values) an detailed engineering / design spreadsheet (total man-hours by month and appropriate dollar values) a breakout of field in-direct costs – division 1 / preliminaries a major milestone schedule that the capital estimate is based upon. there are pluses and minuses associated with this trend. List of Engineering Deliverable. Preliminary. date of next pay increase fringes. • • • • • • • • • • • • • • • • • • • • • Description of Project Location of Project: Responsible individuals / design groups responsible for providing engineering deliverables and quotations. Project Manager / Lead Estimator responsible for estimate preparation: Provide a brief Scope of Work Description: Date and revision number of when estimate(s) was compiled: Type of Estimate completed (OOM. Comment on any additional costs or bonuses required in attracting labor or sub contractor bids. profit and any other add-ons). Description of how unknown scope / design development / resolution allowance / growth allowance was evaluated and estimated: Pricing Basis (describe percentages of estimates. Developing an Estimate Plan Many owner companies i. the objective to make sure a cost is assigned to each line item in the cost estimate and to ensure the scope of work is capture within the current estimate. Detailed etc): Type of Project New (Greenfield) / Retrofit (Brownfield) / Upgrade / Debottlenecking / Add-on: Accuracy of completed estimate: Validity of Estimate (1. corporate engineering departments (and in some cases EPC & A/E firms) in the last ten years have significantly downsized there estimating groups. plus in-house estimating data usually fails to be incorporated into these third party estimating deliverables. quotes or bids) Worker Productivity and basis of productivity assumptions. basis of base rate. sketches etc. The purpose of the following list is to make sure that no scope of work item is overlooked in the estimating effort. to be utilized in compiling estimate. the list however is not all encompassing. State Unemployment. the owner company can save overhead costs by not having full time in-house estimating resources. together with date and revision: Provide details WBS / Owner Code of Accounts / SAP coding system that was utilized. non-union. It is rewarding profession and it’s a job were every day is a new challenge. Describe Contracting / Procurement / Construction Approach estimate is based on: Is schedule based or normal construction or fast track construction. 2 or 3 months or longer) Estimate is based on specific project major milestone / schedule: Hazardous Materials / contaminated soil plan and cost issues / considerations: Basis of Refurbishment / Demolition / Dismantling / Relocation considerations: Basis of labor rate build up (indicate survey date and basis. CM and specialized consulting firms to take care of there estimating needs and deliverables. home office overhead.e. FICA.lasting from six months to possibly three years. union . merit shop. Workers Compensation Insurance. many of these owner organizations now rely on outside EPC. A/E. 26 . however there are distinct minuses in not having dedicated estimating professionals available when they are needed. unsuitable soil issues: Describe and list details of any stone coverings to process areas Structural Steel (Main members / platforms / grating / miscellaneous steel): Describe Architectural / Building / Control rooms cost items. List owner supplied equipment and dates they must be at site to maintain schedule: Describe foreign currency issues and stipulate currency exchange rate / date basis. Use of refurbished / relocated equipment / used equipments: Describe scope and basis of demolition / dismantling costs: Describe and list details of Site works.• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Describe estimating methods / techniques to be used for estimating major scope items: Description of Capital and Expense basis. HVAC / Ductwork issues and associated costs: HVAC balancing / testing and associated costs: Ductwork – steel / other material and associated costs: Insulation (Pipe and Equipment) type and covers and associated costs: Describe and list details of any special coatings: Basis of Heat tracing (electrical or steam) and associated costs: Fireproofing / Refractory / brick linings and associated costs: Describe and list details of Sprinkler / Firefighting systems. i.e. BAS / BMS / Control philosophy issues: Painting / Sandblasting. flares etc. Is foundation design based on soil borings and a completed geotechnical report? Welder qualification costs. Piping estimating method / materials of construction (ISBL / OSBL): Basis of small bore piping / field run piping: Describe and list details of any pneumatic / tubing / in-line devices: Basis of fitting and valves: Description of control valves in-line devices and associated costs: Hangars / Testing / Pickling issues and associated costs: Electrical scope / area classification and associated costs: Instrumentation / Number of devices / Number of I/O’s (Control wiring): I/C Calibration / Integration costs. roads. waste water treatment. loading areas. weighbridges. rail spurs. List of Major Equipment (Tagged items): Freight (domestic and ocean freight basis and insurance issues): Major Equipment Installation / Heavy lift crane requirements / Temporary storage issues: Detail Import duties / tariffs. 27 . Description of Inside Battery Limits (ISBL) and Outside Battery Limits (OSBL) scope and issue that impact the CAPEX estimate: List utilities / services that will be required or that are part of the estimate. Description of waste and material take-off allowances: Basis of Allowances / Provisional Sums / Prime Cost sums. sub stations. Basis of Excavation / Soil disposal / Civil / Foundation issues: Rock removal / Well pointing / High water table. jetties. Alcohol / Drug testing requirements. Describe and list details of any Owner costs. Winter working requirements Safety issues. Provide details related of any initial start up materials / chemicals. Provide details related of any Shift work. Insurance items included / excluded BAR/ WCI Public Liability and OPI: Describe and List details of Construction Equipment and duration required and associated costs: Description of Quarry / Concrete Batch plant / Ready mix trucks details and associated costs: Site fabrication facilities and associated costs: Description of Site warehouses and associated costs: Provide a basis of the security / guards estimate and relevant cost details: Material lay-down areas and relevant cost details: Provide details of fencing / gates site access cost details: Protection of completed work details. Provide details related of any Site Clean up requirements. Describe and list details of any Royalties / Patents. Provide details related of VAT and if it can be claimed back. 28 . FE Engineering Costs: Details of various permits included Sales Taxes / GST. hard hats. Procurement / inspection issues and associated costs: Maintenance of construction equipment / fueling. Describe and list details of Site Establishment costs (secretaries / staff / office equipment). greasing and associated costs: Other miscellaneous items construction equipment / buses / transportation / vans and associated costs: Listing and description of Indirect Costs / Mob – De-Mob Costs. Field Labor Support details with supporting cost details Description of Temporary worker camps with supporting cost details Messing / Camp supplies / food with supporting cost details: Small Tools / Consumables / Scaffolding listing with cost details: Vendor Assistance / Support costs: Offices / Trailers / Toilets / Field Establishment with supporting cost details Temporary Water / Heat / Electricity and relevant cost details: Description of Overtime basis.• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Description of Fire main loop and associated costs: Road crossings /Duct banks and associated costs: Basis of spare parts and associated costs: Description of Owner Provided Equipment/Materials. Describe and List details of Fire watch. Basis of Field Supervision estimate. Describe and list details of Detailed Design / Engineering Home Office Support man-hours and cost. Basis of Shut downs / tie ins. goggles etc. O/H and Profit assumptions. The construction each year of industrial facilities i.e. Provide details of CAD costs compared to normal / typical pricing submissions. Some of these documents include: (A) Scope of Work / Mission statement / Estimating plan. Provide details related to start up costs. the cost of the completed construction project is passed on to consumers via price increases on just about every product. The cost of construction has an influence on just about everyone. (P. Travel / Per Diem costs compared to normal / typical pricing submissions. Provide details of Engineering Fee percentage compared to normal / typical pricing submissions. Provide details related to various Bonds used in the CAPEX estimate. chemical plant or manufacturing facility requires a substantial capital investment expenditure possibly over a period of three years period prior to any return on investment (ROI) being realized.D. Procurement and Construction of a new or upgraded building.• • • • • • • • • • • • • • • • • Provide details of Home Office expenses. Statement on the basis of the dates / currency exchange rates that were used in compiling estimate: Detail basis of Contingency (Provide a Monte Carlo / REP analysis of contingency). Describe and List details of Construction Management man-hours and costs. Provide data on Management reserve.F. Provide details on any Warranty / Extended Warranty issues: Describe and list details of any required inspection / validation costs. Describe and list details of commissioning scope man-hours and cost. so any time we can contain costs it is a good situation for people. i. Provide a project by month Cash Flow forecast Basis of Escalation / Inflation / Exclusions / Assumptions / Inclusions mid points of EPC effort. collected and evaluated in the production of a CAPEX estimate. in most cases this information can be found / or is discussed in the following sections of this publication.’s). Construction Management General Condition’s requirements. (chemical and manufacturing facilities) is a major undertaking. see the “players listed previously in Section 1 and in later sections of this publication. employing. this section and the following sections has been written to provide some guidance in producing these important project deliverables. (B) Process Flow Diagrams.e. (C) Front end / preliminary scope of work statements (execution approach) (D) Plant / 29 . The construction industry is a “mixture” of assorted sectors. Construction Management Fee basis compared to normal / typical pricing submissions. that all have a common thread. it goes into how to optimization of the construction process especially the CAPEX estimating effort. A large amount of information and data needs to generated. it touches on the needs or demand. from any design or reports that have been previously completed. The Engineering. thousands of companies and millions of individuals around the world. This section discusses some capital cost estimating fundamentals. refer to this Section 2 and 3 for appropriate estimating methods to be utilized in producing CAPEX estimates. for new products together with methods on going about producing various levels of CAPEX estimates. When the above checklist is completed the compiled / completed estimate can serve as the “baseline” cost budget for tracking scope changes or until the next estimate is completed (when additional engineering / design work has been completed). Again a lot of the issues related to the basic of CAPEX estimating effort. manufacturing facilities or production unit is planned to comply with the stated goals of the new or re-vamped building. savings can be ploughed back into the economy. (E) Preliminary / early major equipment lists (with budget pricing). & I. (G) A major milestone schedule (start and completion date) (H) Applicable sketches / notes / photographs / videos etc. The Engineering. 2 and 3 of this publication. (F) Location of any existing utilities / existing tank farms. CAPEX dollars for the above capital projects is initiated by market forces / evident demand. A large amount of additional information and data of course needs to collect and evaluated. D. the new or re-vamped building. providing new opportunities for companies and individuals. 30 . ’s and or process flow sheets / block diagrams and any other relevant data that will help support or add accuracy the estimating effort. Procurement and Construction of a new or upgraded building. chemical plant or manufacturing facility more often than calls for a significant capital expenditure possibly over a two to three year period prior to any return on investment (ROI). that were initially spelled out by the client. In view of the fact that the requirement of new capital i. Optimization of the construction process especially the CAPEX estimating effort is a win-win situation for everyone. (I) Preliminary P.e. the CAPEX estimating fundamentals are discussed in some detail in Section 1. some of this data is contained in the following sections of this publication.facility location (and location within an existing facility). manufacturing facilities or production unit. i.e.3 CAPITAL COST ESTIMATING METHODS Estimating Methods: “Basically this boils down to understanding the two basic types of CAPEX estimates: (1) Front End / Conceptual – estimates not having specific engineering deliverables (details) to support it: and (2) Detailed / Lump Sum CAPEX estimates that are based on specific details i.e. (2) Quality of final product and (3) Profit – Return on Investment. The number one basic principle of Project Management and it’s sub elements i. additionally it makes sense to keep notes on value engineering ideas.e. revamp or modernize an existing facility is many times based on future business growth. historical cost records. Architects and Estimators . Project Control – Cost Estimating is to deliver the best technical and business solution to the business unit considering or building a new facility expansion(s) or upgrade(s). various manufacturing / production schemes need to have been considered and scoped out. Chemical / Manufacturing Facilities must be designed to meet the goals of (1) Safety. the scope. alternative construction practices and utility / energy requirements and costs. this initially can cause some problems to individuals charged with the responsibility of reviewing and checking these estimating deliverables and was one of the drivers for the production of this database. the project team must deliver the correct business solution at the front end stage(s) of CAPEX project. Engineers. some front end design work needs to have been completed. The “personal construction cost library” should be continuously maintained with latest data from a multitude of sources. there seems to be no standard approach in industry. this section contains ten historical estimating benchmarks (based on return cost data records) together with numerous single point metrics that hopefully will assist the reader in future estimating and auditing activities. The “personal construction cost library” should provide benchmark data on. engineering / architectural costs and man-hours. A/E. The decision to engineer / procure and construct (EPC) a new Chemical / Manufacturing Facility. construction labor. EPC. construction materials.(All construction professionals that get mixed up with estimating and budgeting) involved in the engineering / procurement and construction (EPC) Chemical / Manufacturing Facilities should were possible collect and maintain a personal construction cost database of completed projects – lets call it a “personal construction cost library” (magazines.e. we have endeavored to standardize some of these Front End / Conceptual and Detailed / Lump Sum estimating summaries in this particular section. technical papers. indirect field costs. and the approval for expenditure (AFE) is a key project related milestone. articles. different material applications. A substantial capital investment is necessary for any new or upgraded Chemical / Manufacturing Facility. spare parts costs plus numerous other line items that need to be evaluated and estimated during the Estimating / Budgeting effort. escalation and start-up costs. transport costs. one in which the estimating effort is crucial. management approval procedures.SECTION A . estimating templates and summaries). needs to be to some extent reasonably defined. rules of thumb etc. CM firms and contractors when they generate their project Front End / Conceptual and Detailed / Lump Sum estimates use many different formats and configurations (i. 100’s of drawings and specifications”: Owners. 1 .) annual cost databases should also be purchased to keep the individual abreast of current construction costs and trends. delivery times on complex production equipment – long lead delivery items. together with value (which of course is part of the business solution) for future CAPEX investments. maintaining market share and to ultimately to generate and increase profits. or to upgrade. Compiling the required funding documentation. your last project. labor productivity. The underlying principles of this section is to outline a number of different approaches and methodologies related to estimating the cost of Process / Manufacturing type facilities. The final review or verdict as to whether or not to proceed forward with the “new or revamped” process / chemical facility is to say the least an involved one, the decision process entails many issues, these issues must be weighed against the current market forces, can we make a decent return on the capital investment, what is the payback period 5 years or 10 years, how will our operating costs stack up against our competitors, what is the local and governmental permitting requirements, does the location that has been selected make sense, is there existing utilities close to our plant, will we have to build roads and other related utilities to support this new facility, are we trying to beat a competitor to the marketplace. What are the main drivers (business goals) that need to be realized, some of the questions that must be answered by the EPC Management Team / Business Unit Operations team are as follows: 1. How much capital will be required / what is life cycle costs needed to complete this project. (This includes all engineering, procurement and construction related costs) Plant operating life cycle, i.e. the number of years or some other period that the plant operate to ensure recovery of the investment. What are the estimated operating costs (who compiles this input data), is it needed prior to the completion of the Front End / Conceptual Estimate. What are the ROI / EBITDA on the capital expenditure, how many years will it take to achieve payback on the capital expenditure. Are there other technical – manufacturing solutions that can be used / evaluated to improve the ROI / capital outlay, tolling, value engineering and or risk management? Is this plant located in the best location to provide maximum Return on Investment; is it close to future markets? What codes / standards / specifications current and future will be used in the design of the facility, metric, imperial, CSI Company or engineering firm’s specifications? What are the permit needs - timing, local / national / environmental. What is the timing / milestone to be achieved, normal schedule or fast track, are there any unique situations such as modular construction or toxic materials that needs to be considered. Any financial incentives / tax breaks – tax holidays, training costs, offered by country or state government. 2. 3. 4. 5. 6. 7. 8. 9. 10. The CAPEX capital cost estimate to be useful project control tool needs to reflect the current scope of work, if the scope is not defined to well a resolution factor needs to be applied to the known scope to “put meat on the bones”, the CAPEX estimate needs to take account of the partial or completed design deliverables (current drawings and specifications – even though some of these drawings maybe less than 50% complete), latest schedule (completion date), and the execution strategy (procurement – buy-out - contracting approach) in order to set up a realistic capital cost baseline, that can be used as a project control tool to monitor future changes in design and operating philosophy. In the last 5-10 years there has been an industry wide trend to move away from single point (an single estimator(s) or group of estimators working as a single point of contact – producing the final estimate) we are now seeing a more of a team approach in compiling a capital cost estimate(s), there are real benefits to this approach: • • • The CAPEX estimate can be produced usually in a shorter time frame; the correct scope of work is captured and known sooner. Mistakes can be picked and resolved much sooner. The specialist engineers / designers can focus on there discipline, i.e. civil, piping to produce quantities and take-off’s. 2 • • • The design team can assist in the estimating effort, (obtaining bulk material pricing, vendor quotes and bids, ensuring there is a quality control and accuracy associated with the auditing function being utilized during the capital cost estimating effort). The estimate can be broken out by WBS / COA, via the work effort of the specialist engineers / designers for future bid packages and additionally used as procurement / buy out tool. The capital cost estimate can / should be used as a project control tool to track and monitor the project expenditures, changes in scope of course need to be considered they can be scoped out early and the cost benefits or penalties can be considered. Prior to commencing any capital cost estimating activities, the Business Unit / Operating Unit would have completed a Business Economic Analysis; this would include such items / activities as: A. Market Research / Sales Volume B. Return on Investment (ROI) / EBITDA C. Selling Price / Cash Flow analysis / Payback Period D. Operating Costs / Energy Costs / Capitalized Spare parts E. Raw materials cost / Investment Costs / Depreciation Rates F. Investment Incentives / Tax Holidays / Maintenance costs / Operator training G. Leasing / Tolling / Third Party Manufacturing The Cost Estimator / Engineer if he or she works for on Owner Company may sometimes get involved in estimating some of the above cost related items. The flow chart below depicts the analysis / business cycle that most Owner companies follow to determine which capital projects should be pursued and rejected. Business Analysis Items A – G (above) Scope of Work Development Front End / Conceptual Estimating +/- 30% Proceed (Yes or no) Continue with study if companies ROI investment criteria is achieved produced more defined scope and +/20% Estimate Abandon study if companies ROI investment criteria is not achieved move to next prospect 3 The EPC Management team sometime know as (1) task force or (2) core team is established’ typically the task force / core team members come out of the ranks of the operating company and possibly key members of the selected EPCM contractor, these individuals must understand and be involved in the questions posed above and the answers coming out of the above analysis and assist with the next steps in the projects path forward, in order to proceed to project approval, they have significant responsibility in optimizing the capital effectiveness of the project i.e. (optimizing the bottom line cost of the project). The EPC Project Management team “must” know what the CAPEX projects final cost is projected to be and the construction / commissioning completion date i.e. the date the project will be handed over and accepted by the operating group. The effort of producing a conceptual / front-end estimate is one of the first actions that are made to ascertain if the proposed CAPEX project is a viable enterprise / opportunity for the business. The conceptual / front-end estimate perhaps a (+/-40%) project budget, this early estimate is of course is predicated on an early front end scope of work statement and typically a number of specific key milestones that need to be achieved, this project budget can be used as a “what if tool” to determine: 1. 2. 3. 4. The best location to place the CAPEX project: The profitability of the CAPEX project, the return on investment (ROI) or (EBITA): A cash flow plan can be developed from the project budget, The initial project budget can be used as an initial baseline / control tool, to use as a staring tool to select the best path forward in considering technology, future business opportunities and goals. Later updates of this early estimate will provide an audit trail of the CAPEX projects life cycle. The “process” industry i.e. chemical / refinery / manufacturing industries has historically used these early front end CAPEX estimates to make there business / investment decisions, they have a wide application in both North America, Europe and around the world, they are used primarily as a selection tool in shaping and deciding were future (CAPEX) capital funds should be assigned and to that point it is in the businesses / owner interest to make sure these conceptual / front-end estimates are as complete and accurate as they can be, even though a reasonable amount of front end engineering expenditure needs to be made. Additional cost related topics that may need discussed and made part of the initial CAPEX estimate include some or all of the following: • • • • • • • • • • • Relocation of manufacturing equipment from a current company location to this specific project location. Start up related materials and labor / commission costs. Management reserve allowances and how they are spent. Design and construction (resolution) allowances for both detailed design, procurement and construction work and the overall management philosophy on contingency allowances and how this issue(s) are captured in the CAPEX estimate. Various location incentives provided by countries, states or regional development agencies. Such as free real estate / government grants / tax holidays, this could be considered as a credit line item in the CAPEX estimating summary if in fact this is a reality. First run chemicals, catalysts / chemical / initial fill needed during start up activities. Licenses fees / Royalties that need to be paid to an owner / holders of certain technology. Costs related to refurbishment of existing facility production or utility equipment. Operator training grants paid by a local government departments / agencies: Early studies / previous owner related front end engineering activities and expenditures. Expense items such as demolition and decommissioning work. 4 • • • • Mothballing activities and de-commissioning work. The sale of any production equipment / utility equipment to another third party. Facility abandonment costs and future clean up provisions. Scrap metal / material cost related credit(s) related to any demolition work. What is a scope document? It basically verifies the CAPEX projects charter, it focuses in on (1) what, (2) were and (3) when. Scope is the term used to describe the extent or boundaries of a project (consider it as a dotted line around the project). Scope definition entails describing the major project components / deliverables into a listing of manageable work activities or tasks. The scope of work (SOW) statement (project baseline) is a critical document it defines in specific language the services of work to be performed and the activities to be performed. The cost and schedule could and does many times experience problems and issues, if the SOW is inconsistent or does not fully reflect the work to be performed, it is therefore critical to the wellbeing of the CAPEX project that the SOW is correct and all changes are incorporated in the latest SOW statement and is communicated to the project team members. The Project Scope of Work: is essentially determining: 1. The location(s) of the proposed CAPEX project. 2. The CAPEX project(s) schedule, from funding approval to start of production, list out of key Engineering, Procurement, Construction and handover milestones that need to be accomplish. 3. The Engineering, Procurement and Construction approach and contracting strategy. 4. A listing of project restraints / challenges i.e. permits that are needed, consent decrees (must be completed by such a date), construction activities in an operating facility. 5. The WBS / COA structure or any enterprise software coding issues needs to be known. 6. Any land acquisition costs or major site improvement issues. 7. Facility capacity / production nameplate, this includes the number of items / pounds – kg of product to be manufactured. 8. The quality specifications and requirements that the product needs to meet. 9. The hourly / daily / weekly / annual production or campaign rate that the facility will produce. 10. The manufacturing operating philosophy i.e. (Batch operation, 8 hours operation or a Continuous operation). 11. The technology to be utilized, the major equipment (production equipment) and the manufacturing control / automation philosophy. 12. The required services and utilities required to meet the needs of the CAPEX project. 13. The number of facility operators needed to operate the proposed facility, this maybe optional in the early scope development phase. 14. The facilities / buildings / support requirements needed for the proposed facility. 15. The offsite requirements, the storage / warehouse needs and unloading and loading methods, new access roads, rail spur etc. CAPEX estimating and project planning / scheduling are of course closely allied and of cause this is why these two activities fall within the Project Control scope of work; neither of these activities can be adequately realized without contribution (feedback) from the other, manpower requirements, installation rates, peak manpower needs, worker / facility footprint ratio, worker productivity plus a bunch of other related topics impinge on each other. It is a “given” that the job function / role of the cost estimator / engineer on any future / ongoing CAPEX project is to – develop the estimating documentation basis, i.e. exclusions, inclusions and to appraise and determine all the required scope items and to forecast the final cost(s) of the CAPEX project(s), in this role he or she needs to be the eyes and ears of the Senior Management (BOD level individuals) and the EPC management team supervising the overall Engineering, Procurement and Construction effort, they must accept and take ownership of the estimate (the buck stops here). Senior Management should be constantly 5 conscious of the committed and to date costs and any trends to date (on a bi-monthly or monthly basis) and more importantly the projected total installed cost of the EPC CAPEX project, sometimes there is some “marginal” relief of this situation (some owner companies will allow a CAPEX project to over run by 10% or less without a lot of problems - prior to obtaining additional / supplementary funds to complete the project, however be aware hell hath no fury like the Board of Directors wanting to know why a CAPEX project over ran it’s budget by more than 10%), it is the cost estimators / engineers function / responsibility to know the current status of there project, they are responsible for the two of the three main aspects of Project Delivery / Management cost and schedule. These three key metrics are known in the EPC industry as the “Three Legged Stool” they are as follows. 1. Schedule (when is it going to be completed, was the project delivered on schedule). 2. Cost (what will it cost, did the final cost fall with in a -/+ 10% range of the authorized budget). 3. Quality / Safety (will the facility produce the items / at the required production rate / with in specification it was designed for in a safe and economic manner). When all three of these metrics are achieved on a specific EPC CAPEX project, success can be claimed. The management and organizational progression within the EPC engineering / construction industry has been going through major changes in the last decade or two, Project Managers are coming out of the ranks of Project Controls not out of focused engineering / discipline ranks (just consider how much we rely on the computer today as compared to 5 or 10 years back). This “sea change” has made significant transformation to project management styles, proficiency and reporting systems, historically the focus had been on the production of the detailed design, now we see a more rounded approach were the focus is on cost and schedule, this has driven the need for current and well-founded cost and performance metrics (estimating / performance standards, reports) many construction professionals have a distinct dislike for this new approach – the criticism is that there are just to many reports. The fact of the matter is that Estimators, Cost Engineers, Project Managers and other Construction Professionals all around the world across a broad spectrum of construction sectors are doggedly searching for valid, accurate and easy to use Front End / Conceptual capital cost estimating methods, systems and benchmarking data, hopefully some of the following methodologies presented and specific to ratio estimating in this section and the other conceptual cost estimating methods and data contained within the other sections will assist the reader in this endeavor. A word of advice on estimating “rules of thumb” – check them out before using them, there are thousands of these historical units / numbers, benchmarks and factors “floating around” in the engineering / construction industry (some are valid and some are just plain wrong – do your homework prior to using and relying on them) numbers that work in North America may have no relevance in Europe or the far east, the basis of the numbers should be fully understood prior to relying on them, invalid or erroneous numbers can lead to unrealistic capital cost estimates and potential over-runs and other personal (career) ramifications – buyer beware. It is the EPC Management team (with significant input from the project controls professional(s), estimator / cost engineer) task to insure, by timely communications (e-mails, “dashboards” / weekly, bi-weekly and monthly reports and updates), that the dialog - cross pollination - communication on the current and forecasted cost and schedule status takes place with all the team members and that both the capital cost estimate, project plan and the execution plan are reflective of the current status of the CAPEX project and are completely updated and fully mirror the “current” scope of work to be accomplished and reflects the actual Engineering, Procurement and Construction project deliverables, methodology and status. In the last five to ten years, there has been a move by Project Management / Project Control professionals to put great importance on sophisticated 6 computerized cost estimating systems / project control systems linking cost, schedule, procurement, field performance, document distribution etc., these systems have some excellent advantages, they can provide, future benchmarks, current histograms, level 1, 2, 3 and 4 schedules, 30- 90-120 day look ahead schedules, earned value reports, S curves, productivity performance profiles and much more. The reality is that all the computerized estimating outputs are only as good as the information that is inputted into the computer, the old saying “garbage in garbage out” still applies today. As a result, maintaining and keeping up to date the capital estimate final cost “budget” with frequent enhancements, adds and deduction due to change orders / scope modification / field changes / productivity changes etc. is the primary function of the estimator / cost engineers on Engineering, Procurement and Construction (EPC) related capital projects. The unceasing review of numerous actions such as expenditure tracking, change orders, trending reports, bulk material buy out activities, number of purchase orders placed, commitments, tracking home office activities (man-hours), tracking engineering and procurement progress, monitoring field labor costs / productivity measuring, etc. These measures are required to manage, monitor and control the project and report the final capital cost / expenditure of the project(s) to the EPC Project Management team. Accurate / timely and rationally compiled complete and precise capital cost estimates are the life blood of any profit motivated chemical / manufacturing enterprise, these early and important cost evaluations are the essential decision making tool and metric, on whether to proceed with a proposed project or not (perhaps the project needs to be stopped – because of a huge potential over run in the final forecasted cost), or to delay the decision to proceed (1) to another location, (2) until some time in the future – three years from now when the economy is in more of a growth mode, or (3) look for other process / technical / business solutions (look into tolling activities). Again accurate / timely and comprehensive capital cost estimating of the cost of a CAPEX project is fundamental and vital to any organization, this skill set give a ”competitive advantage” both Owners and EPC companies, this is why accurate and timely front end / conceptual estimating is so important in today’s competitive global marketplace. A capital cost estimate is not over and done with when a project management / engineering review has approved the CAPEX capital cost estimate. The estimator / cost engineer must all the time examine / evaluate the capital cost estimate with the project manger / engineer perhaps on a biweekly / monthly basis to ensure the project is remaining within the projects budget, these bi-weekly / monthly meeting should be called status meetings / trend meetings, potential change orders / claims / scope changes etc should be discussed and laid out on the table so the real impact of these change orders / claims are fully understood by the project team. The production of a Capital Cost estimate is a ”team” effort, it is not a single individuals work effort, however many times the cost estimator / engineer (or in the case of a large project perhaps a team of cost estimators / engineers 4 – 6) will complete and compile the lions share of the effort, scope definition together with certain key engineering deliverables i.e. a major equipment list, a plot plan of the proposed facility, indicating location of major equipment typically are provided by the engineering group, as we have mentioned before, some time the discipline engineers will assist in the capital cost estimating effort, compiling “take off’s” and lists of required materials such as piping (including valves and fittings) and E&I quantities (instrument devices), whoever compiles the total capital cost estimate they should consider the following topics. (A) Have an enhanced understanding (the big picture) of EPC project(s) specific to capital cost estimating and how specific scope items / change orders / scope modifications can impact a capital cost estimate, field experience will be a big plus in this situation. (B) Utilize adequate estimating expertise i.e. in house expertise, historical data, and benchmarking metrics and to be able to compile front end / conceptual, preliminary and detailed estimates when required. (C) Be aware of the relationship of external forces (escalation – such as oil price spikes, terrorism, labor shortages and political events, such as we have witnessed in at least two South American countries) scope creep / change order control and how this can impact the final cost of a project. (D) Be capable of gathering relevant and germane project data / scope 7 items and become adept in reviewing / auditing all types of estimates to establish the level of detail, completeness and accuracy that reflects the current scope of the proposed project. CAPEX EPC projects are the “means” by which a future business plan(s) are built into important / sustainable / flexible and profitable future operating assets – it is basically how companies grow and prosper – successful companies typically build there new plant or add on to there existing plants in the right locations and they typically don’t pay to much for there facilities, i.e. they are not “gold plated” they are designed in a safe and cost effective manner, successful capital EPC projects are deemed successful if they meet the legged stool metric previously referred to, it must be remembered that the end use of a capital project is to increase product sales, beat competitors to the market place, to operate the facility at lower unit operating costs and to be flexible and sustainable for the future growth goals of the owners operating unit (future expansion added operating units or addition production trains need to be considered- going forward). A capital cost estimate, to be effective management tool (and a project control tool) for implementation and future cost management and planning (consider a capital cost estimate as a road map – you start out in A and you need to get to Z), this document and an execution plan are key tools need to get the project completed, the capital cost estimate should have line by line items (by Company code of accounts (COA) – or work breakdown structure (WBS) were possible) showing major equipment, freight costs, bulk and engineered materials together with construction labor (man hours) by discipline i.e. civil, mechanical, piping, E/I, etc including indirect build up such as engineering costs and man hours, construction management, general conditions and contingency etc. This data is needed to pragmatically establish, possible long lead major equipment items, extent of bulk materials, field labor requirements, do we need to establish a concrete batching plant, design staffing needs, construction management needs, spare part requirements and period / timing / duration requirements. The EPC project team requires “estimating details” as early as possible in the execution phase to plan the purchasing effort (buy out) and execute the project, perhaps by various work packages. Capital Cost Estimates can be (1) early front end conceptual, (2) preliminary a decent amount of engineering has been completed, or (3) definitive / lump sum at least 50% of the required engineering effort has been compiled, these estimating types are of course reliant on the quality of information provided and the estimating effort required to produce them. Cost estimating procedures vary from down and dirty relatively quick (and not very accurate) ratio / percentage factoring to highly developed “details oriented” computerized capitalized cost estimating / scheduling systems that can produce substantial amounts of capital cost estimating and in some situations engineering data, if the above described methods are correctly utilized, they can generate very precise and detailed capital cost estimates that have a high degree of creditability and more importantly can forecast the final cost of the CAPEX project. To drive home a basic point again, it should be kept in mind that there are three basic types of estimates, (A) Front End Estimate (OOM, preliminary, conceptual etc) perhaps a good amount of basic process design has been compiled, PFD’s, plot plans, we know the number of major equipment items, we know we need offsite storage, we know we need loading areas, we know we need a warehouse, however the detailed design has not been completed or it may only be less than 20%. (B) AFE Funding / Preliminary (perhaps a hybrid of A and C, and (C) Detailed Estimates (Lump sum bids, GMP’s, Design / Build etc) are based on a lot more definition, the design deliverables may be 30% - 60% complete, we have a priced out major equipment list, we have detailed quantity take-off’s, we have plot plans, general arrangement drawings and the P&ID’s could be well advanced. Precise (bearing in mind the level of design work that has been compiled) and timely capital cost estimating preparation is a very important aspect to successful project execution and profitable projects. Typically the decision to execute the EPC project cannot proceed with out management approval of the capital cost estimate. An overstated capital cost estimate could annul a prospective / attractive money making project while on the other side of the coin, an 8 understated or inconsistent capital cost estimate can lead to problematical financial implications for the EPC project and probable substandard future personal evaluations for all members of the “EPC project management” team. The crucial requirements of a precise and well defined CAPEX capital cost estimate, be it (A) Blue Sky / Front end / conceptual, (B) AFE Funding / Preliminary or (C) Lump Sum / Hard Money / Definitive, are to have or develop a rational and comprehensive scope of work statement and to use logical estimating method (a ratio approach or a an exhaustive detailed quantity take-off approach – utilizing the four step approach described earlier), together with the time and resources to complete the assignment, a milestone event schedule and finally an ”estimate basis”, that documents inclusions, exclusions, assumptions and a complete listing of drawings and specifications that the capital cost estimate is based upon. A viable “scope of work” or mission statement (project brief) must be founded or formulate on front-end engineering studies or basic production or manufacturing concepts, it should be based on an established design philosophy that will be implemented, layout concepts / preliminary plot plans etc, to corroborate and support the capital cost estimate basis. On multi million dollar CAPEX EPC projects the owner or a consortium of owners may require an independent cost estimating audit / review that would include a detailed assessment of the estimating basis and methodology employed in producing the CAPEX estimate, together with the anticipated accuracy of the CAPEX estimate, typically these audits / reviews are performed usually by specific “independent “ engineering / construction individuals (industry experts / guru’s, graybeards consultants or third party E / A firms), sometimes if the cost of this “third party” estimating review is cost prohibitive and in house experts or “seasoned” senior project managers with many years of capital implementation / cost estimating experience and major project / field execution experience will be called in to complete this effort if it is deemed necessary. The engineering deliverables and project specific data that is typically required to complete this type of audit / review effort includes some or all of the following: • • • • • • • • • • • • • • • • • • • • • A detailed scope of work statement / mission statement. A listing of current engineering deliverables currently completed. Basis of design. Operating philosophy (24 / 365 days or 8 hours per day). A manufacturing / process description and P.F.D.’s (process flow sheets). Sketches / Drawings / photographs / other germane Engineering Deliverables. Outline and Detailed Specifications (owner or EPC firm). Project specific layout information, location / tie-ins / access problems. Major Equipment and Bulk / Engineered Materials. A major E-P-C milestone schedule, indicating major start and finish dates. Procurement schedule showing any long lead delivery items. Any owner provided major equipment or materials. Off-site information (required facilities and utilities, etc.). Realistically accurate quantity take-offs and listing of allowances. Project specific major equipment, unit material prices. Installation Work Hours / All in Labor Rates (union or open shop). Detailed and systematic assessment of all scope of work items with likely cost impact. Engineering hours and billing rates / Field In-directs costs. Miscellaneous items, e.g., spare parts, vendor assistance, training costs, owner costs, front end engineering studies etc. Operating costs. Utility production and costs. 9 Some of the most important features of a reliable capital cost estimating system in order of importance are as follows: An estimating plan or memo, outlining who provides what and when, adequate time and resources to get the assignment completed, estimating tools that will be utilized, relevant cost data publications, procedures and systems, historical return cost data if possible / man-hour production rates, computerized estimating formats or spreadsheet formats, a roll up your sleeves / get it done by an individual or a team approach and a levelheaded businesslike / attitude and relevant engineering and field experience. The development of Front End / Conceptual Estimating methods and systems can seem to be a overwhelming undertaking to the uninitiated, nevertheless with the use of the most recent computer applications and sophisticated database programs the effort can be a lot less challenging than it use to be - before that advent of the computer age, some of the key items to consider are, (1). CAPEX EPC related data gathering (close out reports of completed CAPEX EPC projects), (2). CAPEX EPC data review and calibration and conditioning for future applications (understanding high point and low points and applying common sense to make the data “real” – separating the odd ball values from a collection of relevant data and (3) the development of benchmarking metrics from this data for future use in CAPEX capital cost estimating and analysis of current in-house and external estimating data. The consistent and attentive approach concerning nailing down the project(s) scope and the timely completion and fine tuning of a CAPEX estimate is the secrete of success in estimating EPC projects, developing and defining the project requirements (the shopping list of items to be installed) is imperative in the early stage of a projects life cycle. Capital cost estimating approaches (methods of compiling an estimate) are very important, particularly when they are built / based on a well-maintained databases (usually large owner – operating companies and some of the larger EPC firms maintain large proprietary estimating systems, in recent years we are seeing a movement to Enterprise Business Systems i.e. SAP, J D Edwards etc) – perhaps these systems will develop modules that produce CAPEX estimates in the future. That being said, they are no substitute for or replacement for hard work, an ability to drill down to the details, an inquiring mind, a resolve to optimize the capital cost estimating system (or the project controls system) and knowledge of the specific EPC project and the stated goals and business objectives. The capital cost estimate should supply adequate details and data to determine its credibility throughout the projects life cycle and contain sufficient details to allow cost control, value engineering and progress monitoring. Listed below A thru, G are some of the main categories of capital cost estimates methods together with their accuracies. Capital Cost Estimating Nomenclature / Approaches / Methods Capital Cost Estimating methods can be grouped into at least seven basic methods or classifications (possibly more, there are many names / nomenclature / descriptions / types of estimates used within the engineering / construction industry), these are as follows (the seven methods shown below relate or correspond to the estimate descriptions on the following pages), together with the amount of detailed design engineering required to compile the appropriate estimating method. (A) Blue Sky / Order of Magnitude Estimate less than a couple of percent of the engineering is completed, or perhaps no detailed design work has been completed. (B) Scale up / Capacity Estimates / Exponents (6/10th factor) 1% - 5% of engineering completed (this method could also be grouped together with item A. above) Square Foot / Cubic Foot - 5% -10% of engineering compiled (could be grouped together with item C below). 10 tons of cement produced per day or barrels of oil production per day or year.30% accuracy) costs and are usually needed in the early concept / front end stage of a project (or design study) they are used as a trigger mechanism or as “go /no go” managerial assessment metric (stop the engineering / study . Guthrie Factors. Capacity / Exponent Estimates (6/10th rule) Method (+/.30% Accuracy) Typically these classifications and types of capital cost estimates present only blue sky / O. Order of Magnitude Estimate / Factored / Ratio Estimates / Exponent Estimates / Square Foot.30% Accuracy) Front End capital cost estimates can be created by means of utilizing capacity cost ratio exponents based on existing / historical cost data of (1) company facilities or (2) by reviewing published industry references. could be considered a hybrid of perhaps (C) and (E).7) 11 .5% . the initial ROI / EBITDA for this particular capital cost estimate looks promising). Blue Sky / O.25% . Peters & Timmerhaus Factors. i. Some of the more frequently referred to one’s include: Hand Factors. (D) Front End Semi-Detailed Estimates .5 to . research would indicate that there are possibly 100’s of these ratio / factored type estimating techniques in use today) these estimates are applicable when perhaps 5% or less of engineering is completed. (C) Ratio / Factored Method.O.50% . engineered bulks are being delivered.proceed with more research / engineering. (G) Lump Sum / Hard Money / GMP .now.M.M. Wroth Factors. civil work is underway. Chilton Factors. bad economics or on the other side of the coin – yes .25% of engineering deliverables have been completed. some key Purchase Orders have been placed. i.A. construction may be 10% – 25% complete. (+/.usually 50% of detailed engineering completed.70% . The correlation has a straightforward exponential mathematical structure: Required Cost (Cost 2 New Plant) = Cost 1 (C2 / C1) n Were the following inputs values are as follows? Known Cost Cost 1 = identified cost of plant / facility equipment item Required Cost Cost 2 = new cost estimate of plant / facility / equipment item Known Production Rate C1 = identified plant / facility volume / production rate or size New Production Rate C2 = new plant / facility volume / production rate or size Cost factor n = exponent / cost capacity factor (typically ranges from . Compass Factors. Cran Factors. Bach Factors and Lang Factors (to name but a few. (E) AFE Funding Estimate / Validation / Preliminary Estimate 10 % .20% of engineering / scope definition is completed.e. The starting point could be no more than a given production capacity. Miller Factors. etc. (F) Validation / Control / Control Estimate (Monitoring) 30% . major equipment is perhaps 90% committed.e.O. (+/. B. this project will not provide the ROI / EBITDA on the future capital expenditure. The exponent technique is used to estimate the cost for a new size or volume / production rate from the actual cost of a comparable operating plant of identified size or capacity.100% detailed design completed. Bach. C.20 -30 %. in the late 1940’s and early 1950’s the method is known as the “Lang “Factor method is widely used in the “Process” related industries. Lang Factors (As per his Chemical Engineering article dated June 1948) Total Installed Cost (T.is thought to be originally researched and compiled by Mr. demolition.74 For liquids / fluid process plants (significant pumps and piping): 3. the resulting CAPEX estimate could only be considered to be perhaps +/. I/E. (i. all the bulk material items and in directs plus detailed design and construction management). that is an all-inclusive value. hence it’s name the 6/10th factor. Chilton. so care should be exercised when embarking on this estimating approach. The original thought process and subsequent factors .e. PA in the USA). detailed design. many engineers.10 For solid process plants (usually less piping than fluids plants. piping. bulk / engineered materials. The multipliers are as follows: 4. The off sites estimate is many times excluded from the 6/10th factor.4 and 0. a listing of some of these exponents is detailed later in this book in Section B 2. structural steel.I. Exponents / factor values can be found in various published books. Gallagher.This approach should be utilized for very early / order of magnitude estimates. This estimating approach is widely utilized in the “Process / Chemical / Manufacturing“ industries for a good number processes. using one of the following Lang factors as multipliers. (2) Solids and (3) a hybrid of (1) and (2) above. even construction labor costs. i.. a tower etc. refurbishment and off-sites related scope). however these factors remain valid today as an early estimating tool. this multiplier includes such items as excavation and subsequent backfill. a compressor.30% accurate. the value / outcome should be calibrated by an appropriate inflation / escalation index. the accuracy of these factors are at best +/.8.C. Miller. Mr.63 For solid-liquids / fluid process plants (possibly a hybrid of the above two values): 12 . This procedure is assumed for the same time period and location. Suarez. it is compiled a by multiplying the cost of major equipment item. major equipment (delivered to site). construction management can be estimated from the cost of the delivered cost of major equipment. these include Hand. crushers. Wroth and Compass International to name but a few. by specific multiplier. Lang is perhaps on of the early experts on Process / Chemical plant economics and estimating. plants and major equipment items.C. engineering service costs have been researched and these values have been published. There are a number of similar factors produced by other individuals. Hans Lang (Engineer / Estimator with a major engineering firm in Philadelphia.6 is widely used value that has been widely used. concrete. there is good amount of published data on exponents for a significant number of chemical / process plants and major pieces of equipment. Note these factors are useful for coming up with very early order of magnitude estimates.) can be established for (1) Liquids / Fluids. In view of the fact that some of these factors were introduce 20 . Peters & Timmerhaus. relocation. this includes installation labor. field in directs.e.) for a plant or facility. structural steel. however these exponents in a lot of cases fluctuate over a wide range. Ratio / Percentage Uplift / Factored Model / Multiplying Factor This methodology / approach comes up with a total installed cost (T. a pump.25 . 0.I. Guthrie. (The values excluding land purchase.40 + years ago many estimators / engineers are skeptical about using them today. Nishimura. The industry average (exponent) cost capacity factor (n) has an average value of between 0. insulation etc. material handling equipment) example a cement plant: 3. namely a Liquids / Solids plant. with a preponderance of grinders. contractors and owners have compiled their own factors / multipliers to replicate their particular practices and historical data. pipe. a listing of these indexes is outlined in the following sections of this publication. Cran. Centrifugal Motor-driven (less motor) • Compressor. In his methodology he recommends using a summing up of single factors (multipliers) multiplied by the delivered cost of different major types of process equipment.5 2. Centrifugal.8 7.975 million. Positive displacement (less motor) • Refrigeration (package unit) • Tanks.00 range. The following is a sample of Hand factors: Typically Mr.E. instrumentation.0 5. This value would include all the necessary scope / work items for a fully operational cement plant excluding the off sites.80 – 4.0 2.3 2. construction equipment. Hand’s multipliers fall in the 3.0 4. buildings / facilities detailed design. Assume that the factors / multipliers excludes off sites and demolition work. insulation.90 range Hand Factors (circa 1960 data) Mr. Typically Mr. Hand who was employed by a large multi national petroleum company in the 1960’s and 70’s. engineering construction management.5 2. multiplier / factors include site work. electrical. Wroth’s multipliers fall in the 3. painting. mechanical installation.0 2. setting (millwright work).80 – 3. Process • Tanks.0 2. internal(s) alignment.) delivered to site cost by the appropriate multiplier / factor below. Cost Estimating Factors / Chemical Engineering Magazine: circa 1960 data. Wroth Factors (circa 1960 data) Multiply the purchased major equipment (M. etc.1 4. civil work.5 Data source / Information reference: Wroth.5 4. An average of Mr. concrete foundations piping.0 2.E. Lang’s factors would fall in the 3. Major Equipment • Blender • Blowers / fans (including motor) • Centrifuges • Columns w / o trays • Compressor. structural steel.Example (cement plant – solid processing plant) major equipment d/d to site = $2. M. Storage Multiplier / Factor 2.50 range.1 3.10 above = $6.30 – 3.2 2.25 million multiplied by 3. Guthrie Factors (circa 1960) and similar factors produced between 1970 and 2007: 13 . Steam turbine (including turbine) • Compressor Reciprocating Steam and gas • Ejectors • Furnaces (Cabin type) • Heat exchangers • Pump. Motor-driven (less motor) • Pump. 12 Site Preparation / Earthworks 0. these ratio’s. using a benchmark of $10 million of assorted major equipment. note this value would exclude O.17 Insulation / Refractory 0. (28 M.48 Electrical Systems 0. . these can be used by the reader on future CAPEX estimating assignments.84 0.02 0. solids or a combination of both typically construction equipment (cranes.00 Freight 0.03 0.06 Foundations 0. M.97 2.08 0. Guthrie was a chief estimator for a large USA based chemical company in the 1960’s and 70’s he developed a “module” conceptual estimating approach that is still valid and widely used today.12 0..04 0.B. Heat Exchangers. etc.00 0. together with pumps).11 0. from more than one vendor if possible (with written quotes if possible). Other cost ratio (multipliers) factors that have been available via articles and publications in last couple of decades include installation factors produced by Miller.05 0.04 M. Gallagher. the key to obtaining reasonable results with this approach is to obtain accurate major equipment pricing.02 0. welding machines. These tables indicate a basic methodology for determining and compiling a factored CAPEX capital cost estimate.E.L. multipliers.Mr. vessels and good amount of interconnecting piping.25% range.e.) 0.07 0.24 Piping Systems 0.96M in 2001) Material Labor Total Ratio Ratio Ratio 1. such as waste water treatment facilities.04 0.B.e. items. Miller.) is included in both the material percentage and the 10% . Lang.01 0.S.05 0.16 Buildings 0. Compass.07 Direct Costs S/T 1. Chilton and Peters & Timmerhaus published factor data.09 0.03 Miscellaneous items (spare parts. vendor asst.30% field establishment cost uplift.06 0. Accuracy would be in the +/.26 0.E. etc.$15 million facilities.02 0.81 14 .11 0. Nishimura and Peters & Timmerhaus. The following seven data / benchmarking values / tables are factored / ratio / percentage estimating tables based on return cost data. Chilton.S. percentage uplift factors take into account if the process is applicable with processing fluids (usually needs a lot of piping systems. scope of work items. Installation (millwright work) 0.80 . this data is base on three similar $5.04 0. Description Major Equipment M. Analysis on Guthrie. cooling towers etc. Compressors.04 0.14 Structural Steel / Siding / Platforms 0. these percentage uplifts / percentages should be adjusted for the readers own unique specific applications. Towers.10 0.E.10 range for a liquids plants i. delivered to site would indicate that the average installation multiplier would be 3.10 0. with a predominance of pumps. I.11 Painting 0. Gallagher.00 0. Heaters.00 1.E.L. i.4.13 0. only. The following cost models should give the reader an appreciation of the ratios / percentages associated with Chemical / Refinery / Manufacturing type facilities: (1) Typical Ratio Factored Values of a grass roots North American Chemical 75% Fluids and 25 % Solids Plant. etc. $1.19 Instrumentation / Controls 0. I-C programming.22 0. built on an established / existing site with major utilities available or needing minimal upgrade to support this new plant. value will fall in the 10% to 25% range.13 0.16 15 .) are excluded from the following data values.L.92 Notes: above values exclude O.Liquid Plants +/.5 5-8 0.25 to 1.40 0.E.05 –1.71 3.60 1.00 million 50/50 split N/A for this example Heavy lift cranes in line 15 Site clearance / minor demolition SOG & elevated Including platforms 3 .28 Including tracing 3 .13 0.03 0.03 0.B.01 0.02 N/A 0. typically the O.65 0.04 1-7 0.E.00 Total Remarks 1.25% Accuracy (Chemicals / Fluids / Wet Process’s type facilities. Ref 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Direct Construction Costs Major Equipment (M.05 0.74 1.02 0.S. profit has been incorporated into each specific line item. values. high percentage of pumps / piping) Assume Major Equipment cost is $1. For revamp / upgrade / modernization projects calibrate the above values by the following.01 0.00 million delivered to site the following average percentages should be used as a starting point.11 0.04 0.06 0.5 .02 0.00 ISBL only 15 .35 0.S.00* % Labor S/C 0.10 0.B.00 2. To establish a budget value for O.10 0.26 3.02 0.14 0.11 Contingency (Future scope and change orders) 0.15 to 1.S.10 4 .02 0.B.15 0.45 20 .E.03 0.150 0.25 Major revamps multiply by 1.04 0.01 0.21 Assume $1. • • • Minor revamps multiply by 1.L.02 0. 0 % Bulk Materials 1.03 0.L.05 1.06 3 .S.75 (2) Average Historical (Multiplier) Factors .08 0. demolition / expense items.15 Average revamp projects multiply by 1.37 0.11 Total 2.02 0.Detailed Design / Project Mgmt / Procure 0.09 0.B.09 0.03 0.L.25 2 .05 0.25 15 . future inflation.02 N/A 0.12 0.10 0.23 0.03 0.13 0.05 8 .15 0. Setting (Millwright work) Site work / civil (excavation / roads) Concrete work Structural steel Facilities / Buildings (including services) Piping** (includes hangars & testing) Electrical Instrumentation / Controls Insulation Painting Safety / F P / Miscellaneous (A) Total Direct Cost Typical % of M.30 0.37 Indirect Cost S/T 0.22 0. Off sites (O.01 0.11 CM 0.12 Gen Conditions / Field Establishment 0.05 50 .21 1.33 Engineering Support 0.07 0.90 1.07 Owner Eng / CM 0. add between 5% and 70% of the above compiled values.) Freight (used 4%) Overseas Freight M. 00 million 50/50 split N/A for this example Heavy lift cranes in line 15 Site clearance / minor demolition SOG & elevated 16 .B.E.63 (A) = Start up costs.07 10 . value will fall in the 10% to 25% range.. field offices.O 10% of line 16 & 17 1. Ref 1 2 3 4 5 6 Direct Construction Costs Major Equipment (M.25% Accuracy (Cement / Powder(s) / Material Handling type facilities.S. • • • Minor revamps multiply by 1.04 1-7 0.86 0.47 4. To establish a budget value for O.316 SS.E.29 0.L. etc.C.15 Average revamp projects multiply by 1. i.B. initial chemicals.25 Major revamps multiply by 1.75 (3) Average Historical (Multiplier) Factors .00 = Total value of Major Equipment / Assume 25 items (M.L. typically low in piping). is used due to hazardous / highly corrosive chemical applications. field in directs.00 2.E.15 16 17 18 19 20 Indirect Project Costs Field Establishment Costs *** EPC Office H. construction equipment.E.16 Assume $1. 0 % Bulk Materials 1.00* % Labor S/C 0.50 0.00 million delivered to site the following average percentages should be used as a starting point. expense items and other minor items.02 N/A 0. If the proposed project is a hybrid of a liquids and solids plant.O. etc. temporary warehouses.25 to 1. this value could in some situations exceed 150% in circumstances were exotic / expensive piping materials are utilized.11 23% of labor / S. add between 5% and 70% of the above compiled values.B. use an average of both plants / facilities.S.’s & S/C trailers.Solids Plants +/. Division 1 (Preliminaries) etc. Off sites (O.05 0.) are excluded from the following data values.15 to 1.04 0.S. *** Field establishment includes. Glass / Kynar / Teflon lined / Alloy 20 / Nickel.150% is based on using a 60 .5 5-8 0.12 0.L. costs 27% of total direct costs 25% of EPC H.) ** 50% .02 N/A 0.45% of line 16 Owner Engineering & CM 5% – 15% of line 16 & 17 Total Indirect Costs Total Cost Multiplier 0. or high percentage of 304 .e. typically the O. Setting (Millwright work) Site work / civil (excavation / roads) Concrete work Typical % of M. For revamp / upgrade / modernization projects calibrate the above values by the following.05 –1.5 .03 0.01 0.00 Total Remarks 1. Assume Major Equipment cost is $1.) Freight (used 4%) Overseas Freight M.30% Construction Management range 20% -. * 1. G. range 20% .21 0.10 0.C.04 0.40 split of Carbon Steel and 304-316 SS.06 3 . 7 Structural steel 20 .40 split of Carbon Steel and 304-316 SS this value could in some situations exceed 100% in circumstances were exotic / expensive piping materials are utilized.25 0.25 0.30% Construction Management range 20% -. i.C.25 2 .13 0. initial chemicals.20 0. typically the O.10 4 .28 8 Facilities / Buildings (including services) Piping** (includes hangars & testing) Electrical Instrumentation / Controls Insulation Painting Safety / F P / Miscellaneous (A) Total Direct Cost Indirect Project Costs Field Establishment Costs *** EPC Office H.75 and possibly more for extreme situations. expense items and other minor items.25 to 1.05 –1.65 ISBL only 15 .E. currency impact.13 0. Glass / Kynar / Teflon lined / Alloy 20 / Nickel. range 20% .45 15 .02 0. field in directs.67 0.e. • • • Minor revamps multiply by 1.78 1.25 Major revamps multiply by 1. percentages / multipliers include contingency funds because the above stated values are based on numerous ”historical” return cost data. ’s & S/C trailers.O 10% of line 16 & 17 1.C. field offices.00 = Total value of Major Equipment / Assume 25 items (M.25 Including tracing 3 . construction equipment. temporary warehouses.02 0. * 1.05 25 .17 4. If the proposed project is a hybrid of a liquids and solids plant.07 (A) = Start up costs. Above costs exclude land purchase. *** Field establishment includes.01 0. or high percentage of 304 .15 Average revamp projects multiply by 1.03 0.45% of line 16 Owner Engineering & CM 5% – 15% of line 16 & 17 Total Indirect Costs Total Cost Multiplier 3 .15 0.50 0.B.09 0.90 9 10 11 12 13 14 15 16 17 18 19 20 0.02 0.08 Including platforms 22% of labor / S.13 0. value will fall in the 10% to 25% range.L.12 2. spare parts.05 0.) ** 25% .22 0. costs 23% of total direct costs 25% of EPC H.60 0.L.15 to 1.100% is based on using a 60 .O. G.B.S. For revamp / upgrade / modernization projects calibrate the above values by the following.316 SS etc is used due to hazardous / highly corrosive chemical applications. etc.40 0. add between 5% and 70% of the above compiled values. use an average of both plants / facilities.03 0.12 0.03 0.. Division 1 (Preliminaries) etc.12 0. To establish a budget value for O.17 0.02 0. front end (study) engineering. vendor assistance and off-sites.S.05 1. were the contingency was 17 .01 0.100 0. 643 1.51% 102.696 654.33% 2.41% 21.24% 1.974 3.779 1.598 5.667 6.995 0.07% 3. Cost model is based on 76 # M.M.271.832 0 0 0.552 187.290 1.337 29.56% 356. 63.023 210.337 24.887 6. 87.37% 10.456 1.484 34.025 1.E.94% 65. procurement.745 0. plus 32 # M.665 0.697.354.244 10.47% 410. OSBL items costing $882.097 3.E. ISBL items costing $5.E. / Process Equipment multipliers / benchmarks. to establish union all in rate add 80 – 90%.ISBL Material % Labor % Total Major Equipment (M.359 0.80% 390.007 Construction Equipment costs.766 0. For open shop all in rate add 40 – 75% uplift.23% 115. Setting in place 36.99% 1. structural steel values should be increased by 10 – 20 % if work is completed as modules / preassemblies / skid (use 15%).68% 75.446 3.228 0.303.70% 181.64% 1.942 12.411.E. Engineering. Note: the factors for piping. (4) M.824.832 Freight 112.587. / Percentage Uplift Cost Model: The following historical data reflects a chemical process facilities (valued between $3 .701 Civil / Concrete Facilities / Architectural Finishes / Siding Structural Steel / Miscellaneous platforms Piping Systems Electrical Systems Instrument / Controls 1.40% 272.665 50.139 82. 402.00% 297.987 1.399 0.33% 429.644 1.34% 101.099 3.93% 332.010.22% 543.580 Site Establishment / Trailers / Temp Offices.790 .657.499 See note (1) (A) Total Direct Mat & Labor (B) Indirect Work Trade Supervision / Foreman / Gangers etc.671.128.022 1.39% 203.56% 71.605 3.06% 566.688 2.28% 94.621 1.06% 15.051 Fire Protection / Safety 90.486 3.769 0. (A) Direct Work .034 M. 3 minor revamp projects are included) constructed in North America in the 1990’s the costs have been calibrated to the mid point of 2006.69% 392.23% 275.47% 68.71% 161.00% 5.$65 million): 8 liquid process and 4 liquid / solid process and 2 solid process.64% 423.445 6. 25. / Fueling.020 Material Mgmt / Logistics / Field Support 197.773 1.315. electrical and instrumentation work indicated in (2) and (3) above could be reduced by 20 – 40% (use 30%) if work is fabricated as modules / pre-assemblies / skid.55% 63.26% 4.394.76% 588.E.665 3.) 76 # items 5.098 10.782 Paint / Insulation / Refractory 198.66% 1.457 12.512. is not included in the EPC office percentage.52% 163.616.91% 511.00% 112.567 2.753 Expense items (Demo / relocations) 17.825.91% 237. data is based on average direct labor hourly rate $33.70% 55.053 24.987 0. Owner C.49% 203.50.309 Site Work / Preparation 134.33% 37.354.821 683.229 Sales Tax (optional cost item could be excluded) 297.974 5. EPC Office includes Engineering and design.37% 178.19% 346.564 0.E. M.974 (B) Total Indirect Work Mat & Labor 1.69% 91.564 7.982 Site Clean Up 29.175 Consumable supplies 158.292 Total D & I (A+B) ISBL 12.698 1.348 5.96% 19.19% 93. Procurement Activities and Construction Management costs are included in the indirect costs.457 Small Tools (items less than $200 per item) 182.21% 30.124 Testing Activities 19.14% 930.56% 0 0. project management / control and required administration. Rental / Owned. for union application.577 7.354.599 3.832.expended / incorporated into the capital cost of the completed facility.09% 0 0.034 2.094 0.01% 360.477 7.815.742 98.440 Construction Equipment Repairs etc.239 28.551 Safety / Training 29.192 18 17. 695 0.63% 26.453 1.300 1.20% 30.055 Safety / Training 3.053 11.27% 31. 4.00% Total Indirect Work 227.35% 7.564 3.524 Piping Systems 88.899 5.960 4.55% 9.55% 83.& S.672 Total ISBL (A+B+C) 21.006 Instrument / Controls 58. Rental / Owned.503 0.130 Loading Facilities 362.259 0.35% Of D&I Plant C.390 0. / Fueling.89% 32.67% 2.06% 79. for OSBL EPC Detailed Design 136739 5.657 Freight 19.12% 18.234 2.860 3.66% 73.21% Of D&I Home Office support / field coordination 10.10% 46.31% Of D&I Travel Costs 276.89% 38.45% 77.234 Civil / Concrete / Roads / Tank farm / Jetty Mods 77.482 84.324 0.67% 14.41% 46.324 19.760 8. Study 96.33% 14.336 2.D.921 3. Setting in place 7.85% 74.850 Construction Equipment Repairs etc. 16.440 Total D & I (D+E) OSBL 48.383 0.452 Testing Activities 1.54% Of D&I Plant Gen Conditions 51.05% 14.860 2. 48.260 0.553 4.D.128 Site Establishment / Trailers / Temp Offices.594 1.38% 66.346 0.16% 38.61% 182.828 Site Work / Preparation 27.739 1.723 441.15% 3.14% 77.65% Of D&I Home Office support / field coordination 55.42% 8.564 2.547 2.& S) ISBL 4.156 2.392 3.776 Small Tools (items less than $200 per item) 26.829.58% 36.15% Of D&I O/S Review / V.29% Of D&I Consultants / Miscellaneous Costs 258.& S.38% 491396 55.54% 25.044 1.453 4.05% 93.75% 16.474 1. / Eng Support 128.25% 10.534 Paint / Insulation 18.D.05% 2.85% 10.21% 1.118.534 Expense items (Demo / relocations) 11.34% Of D&I Construction Mgmt 82.648 (F) Detailed Design D.40% Of D&I 19 .00% 12.387 1.089 0.208 705.(C) Detailed Design .88% 66.235 Consumable supplies 29.462 (D) Off sites OSBL Major Equipment / Tank age 32 # items 882.D.18% 0 0 882.664 4.45% Of D&I Total (D.564 15.868 0.641 7.221 1.592 Construction Equipment costs.855.092 1.81% 134.E.003.178 Site Clean Up 3.640 1.25% Structural Steel / Miscellaneous platforms 27.254 2.128 212.55% Of D&I Owner Project Eng / CM 62.878 (D) Total Direct Mat & Labor (E) Indirect Work Trade Supervision / Foreman / Gangers etc.664 10.33% 2.447 41.770 1 2.M.243 0.723 5.041.E.854 0.774 9.883 Fire Protection / Safety 15.726 214.677 1.560.827 1.894 6.855 0.04% 442.758 7.37% 65.123 Material Mgmt / Logistics / Field Support 19. 12.657 M.207 0.25% 29.72% Of D&I Front End Project Eng 383.52% 0 0.707 0. / ISBL EPC Detailed Design 2.745 10.641 3.592 1.197 3.127 Sales Tax (optional cost item could be excluded) 48.10% 19.268 1.45% Of D&I Construction Mgmt 650.19% 37.627.409 Electrical Systems 40. 35 Sales Tax may not be applicable because of sales tax exemption certificate. For revamp / upgrade / modernization projects calibrate the above values by the following.855 23.E. values. For open shop all in rate add 40 – 75% uplift. / Eng Support 16.625 $ 0.939 Total w/o contingency 24.05 to1.15 to 1.935 8.& S) ISBL 297.280 Electrical 11.291 0.12% $ 1.291 Total OSBL (D+E+F) 2.156.216 3.48% Of D&I Total (D.468.256 7.E.644 0.857.25 to 1.523 0.00% $ Site Works 2.314 0. $ Millions $ Millions Bulk Material $36/ Hour Bulk Labor Labor Hours Major Equipment (86 items) Freight 3. / Process Equipment multipliers / benchmarks.954.298 29.489 (ISBL & OSBL M.03% $ 0. to establish union all in rate add 80 – 90%.922 $ 0.651 Building structure 9. data is based on average direct labor hourly rate $36.45% Of D&I Plant C.819 $ 5.97% $ Demolition 0. items costing $9.E.687.25 • Major revamps multiply by 1.65% Of D&I Plant Gen Conditions 8.758 $ 1.17% $ 0.395 2.39% $ 0.M.15% Of M.279 7.202 2.495 Foundations / Concrete work 3.954 $ 0.) = 4. start up.202 5.09% $ 2.E. USA calibrated to the mid point of 2006.09% $ 1.95% $ 2.405 39.040 $ 2. for union application. Note (1): other items that may need to be considered.450 0.95% $ Total in $ Millions $ 9.104 14.117 $ 0. Cost model is based on 86 # M.237. multiplier = $27.33% Of D&I Consultants / Miscellaneous Costs 12.205 0.80% $ 0.097 0.20%) 2.E. • Minor revamps multiply by 1.59% $ 0. Vendor assistance. expensed costs v’ s capital costs. shutdowns and tie-ins and spare parts.M.393 10.490 2.Travel Costs 19.E.97% $ 0.142 divided by $6.15 • Average revamp projects multiply by 1. I/C programming and initial chemicals Total M.754 $ 0.740 Total (includes ISBL & OSBL) 10.D. Note 1.E.75 (possibly more for extreme situations) (5) The following historical return cost data reflects a chemical process facility (liquid / solid process) built in S.401 Contingency 10% (range 5% .000.509 20 . demolition.00% Of Total $27.75% Of D&I Owner Project Eng / CM 11.142 All % are related to M. ME install 0.57% $ 0.156.981 82.790 Pipe 23. 142 226.209 Consumables 0.95% $ 7.88% Of material $ 0.75% Of I/C L & M $ 0.225 2.173 $ 0.18% Of M.173 EPC firm Construction Mgmt 3.100 $ 0.89% $ 0.300 $ 35.759 81.244 3.772 Fire protection 2.16% $ 0.18% 0.23% 3.424 $ 0.450 $ 0.60% $ 1.105 Spare parts 2.306 1.488 Insulation 3.E.87% Of material $ 0.85% Of labor $ 0.170 EPC firm Field support (RFI’s) Owners Engineering 0.389 Engineering / CM (C) EPC firm Detailed design 10.718 $ 2.167 16.25% Of directs $ 0.33% 0.624 Construction maintenance 1.89% Of M.45% 0.69% Of labor $ 0.23% Of material $ 0.17% Of labor $ 0.137 Owners Construction Mgmt 0.E.566 15.215 5.219 Paint 2.118 Material handling 2.450 Owner General conditions 0.222 Total (A) + (B) $ 30.86% $ 0.157 $ 26.85% 1.173 Clean up 1.35% 0.106 $ 0.79% $ 8.06% $ 0.151 Road maintenance/ barriers 2.954 million = 3.387 3.137 $ 0.48% 0.67% Of labor $ 0.41% $ 0.384 10.674 $ 0.981 $ 0.106 EPC firm Procurement 0.583 Total Directs (A) 77.109 0.70 million) (6) Refinery / Petro-Chemical Expansion (SRU) USA Gulf Coast (2004 Costs) Constructed on an established operating site with adequate utilities (needing some upgrading) Costs are based on final close out report: Category $ Million 21 Remarks . $ 0. Field in directs Field supervision Field admin / secretary $ 0.26% $ 0.055 Front End studies 1.58 (note: off-sites not included – off-sites were a separate contract – valued at $4.689 million divided by Major Equipment = $9.45% Of labor $ 0.055 $ 0.067 Small tools 0.068 Construction equipment 7.170 $ 1.089 Contractors fee 2.57% 0.339 9.589 I/C programming 4.65% $ 0.689 Engineering / CM (C) Total Project (A+B+C) Total Project = $35.Instrumentation / Control 16.46% Of material $ 0.138 Field establishment 2.217 Total Indirect (B) $ 4.177 Vendor assistance 0.300 $ 5.04% Of labor $ 1.653 5.326 $ 0.421 Refractory / Miscellaneous items 2.205 2.191 Field establishment 2.264 7.45% $ 0.109 $ 3.57% Of labor $ 0.100 5.68% $ 0. 243.65% 1.33 2.47% 439.84 1.669 15.E.53 7.200 0 0 0.590 622.97 5.578 2.85 83.5% CM OSBL 2.792 2.63 57.E.25% 166.87 0.942 7.15% 171. Total 1.985.ISBL / OSBL 1 Material % of M.523 62.728 312.549 6.371 5 Piling / Civil / Concrete 141.985.989 8.20 Freight Setting of M.95 3.000: Demolition could be an expense item.900 M.’ s 3.H.35% 134.994 4. Labor % of M.37 693 Design hours / Per M.95% 113.161 22 .950 M.00% 60.549 3.37 1.000 and Front End Study $445.97 6.A. item 38.25% 140.E) 121 items 17.05% 3 M.76% 58.060 84.65% 313.200 0 2 Major Equipment (M.866.088 11.51 0.85% 0.9% Total Facility ME multiplier without OSBL ME with OSBL 0.2007 Cost Basis: Ref Category of Work # (A) Direct Work .35% 1.355 5. I/C programming (L&M) Direct Costs Field Establishment / In Directs 33.37 3.320 10 Instrument / Controls 759. Setting in place 8. (7) Glycerol Esters / Fatty Acids Facility .81 Excludes: Owner corporate engineering $298.41 0.Major Equipment (M.20 65.75% 225.563 330.E.35% 537.H. Spare Parts.5% Directs + Indirect Costs Detailed Design ISBL 10.55% SS) Electrical Systems 54.47 0.21 0.339 38.37% 925.21 1.933 16.E.662 2.949 8.00% 1.720 6 7 8 9 Facilities / Architectural Finishes / Siding Structural Steel / Miscellaneous platforms Piping Systems (40% CS .E.933 0.67% 108.500 126.18 12. (L&M) Demolition (L&M) Site Preparation (L&M) C/S/A (L&M) Piping (L&M) Electrical (L&M) I/C (L&M) Insulation (L&M) Painting (L&M) Miscellaneous items (F-P.) 41 # items Freight 60.360 31.’ s 0.20% ISBL Cost OSBL (Tank Farm / Loading Facilities) Detailed Design OSBL 7.E.45% 4 Site Work / Preparation 56. V.5% CM ISBL 3.79 50. Refer to previous L & M ratio’s to determine man-hours and material splits.88 8.44 0. 563 2.& S.M.489 3.25% 329. Rental / Owned.354 3.330 0.456 20 Construction Equipment Repairs etc.667 68. / Eng Support 0.45% 136.842 12 Fire Protection / Safety 106.75% 34.080 14 Trade Supervision / Foreman / Gangers etc.23% 841. 5.452 23 . 45.75% 8.55% 25.708 35 Consultants / Miscellaneous Costs Total (D.559 0.& S) ISBL / OSBL 1.667 2.D.010.392 5.13% 32.085 1.36% 223.29% 11.970 0.674 44.85% 134.742 74.65% 94.45% 43.741 1.553 31 Plant C.05% 24. pipe bridge and pad # 3A) (B) Total Indirect Work Mat & Labor Total D & I (A+B) ISBL / OSBL 13.45% 68.75% 61.137 3.39% 32.838 4.46% 153.123.95% 192.702 0.E.919 0.77% 128.788 164.442 11.27% 36.131 21 Material Mgmt / Logistics / Field Support 22 Testing Activities 62.756 1.316 23 Site Clean Up activities / snow removal 24 Expense items (Demo / relocations of cooling tower.E.55% 134.600 2.795 139.55% 44. / Fueling. inspections at vendor shops 29 Travel Costs % of M.D.896 0.75% 61.866 25.11 Paint / Insulation / Refractory 53.382 30 Owner Project Eng / CM 0.489 3.757 0.214 22.147 0.609 0.744 3.622.19% 7.70% 3.702 32 Front End Project Eng 2.88% 500.75% 58.001 % of M.35% 193.407 5.001 6.28% 5.649.36% 51.E. 18 Safety / Training (C) Detailed Design .783.514 8.867 % of A & B 10.70% 30.103.815 19 Construction Equipment costs.05% 86.05% 295.23% 955.271.06% 7. / ISBL 25 EPC Detailed Design / Project Management / Procurement 26 CAD / Computer charges / Express mail 27 Construction Mgmt / field project controls 28 Home Office support / field coordination (RFI ‘s).25% 7.37% 30.564 3.439 1.42% 34.771 1. 10.226.772 30.893 5.814 134.064 2. Study / Risk study 34 Plant Gen Conditions / Trailers 0.37% 112.27% 108.331 33 O/S Peer Review / V.212 1. 15 Consumable supplies 16 Small Tools (items less than $200 per item) 17 Site Establishment / Trailers / Temp Offices.771 1. 6.24% 19.957 2.648 82.20% 20.845 1.933 0. oxygen tank.76% 309.335 13 Off sites / Miscl items See note (1) (A) Total Direct Mat & Labor 155.D.140 (B) Indirect Work 7.979 454.585 Total Project Cost ISBL / OSBL (A+B+C) 10. E.88 1.04.72 1.35 for indirects and detailed design = $337.98 1.27 26.14 0.83 4. the off sites included piping utilities.34 7.51 2.91 0.8% .96 1.52 23.65 3.04 2.9% 10.75 average cost per hour = 14.32 0.70 5.985.U.97 1.87 multiplier: Note 1. 31.27 4.67 0.27 7. Ponds / Piping river intake / dredging Walkways Perimeter roads Railroad spur Water Vault / Sewage treatment facility Site fire main Security fence / gates Potable water main Miscellaneous signs / site works items Sub Total Buildings / Facilities Steam Generation Bldg / Stack foundation Turbine Facility 2 floors 1 mezzanine (150’ 250’ x 50’ high) Operator Changing Rooms / Break Areas / Warehouse Control Bldg Office / Admin Bldg / Cafeteria W W T Control Room Coal Handling Bldg / Area Emergency Generator Bldg (black start) Chemical treatment Bldg River Intake Bldg 24 250 MW 500 MW 18.08 1.672.500 = $9.E.45 0. product loading area and tie-in’s.85 3. this includes some off sites work approx $250K direct x 1.87 items 30.16 3. and 34 should also be excluded from 4.800. to TIC = 5.98 59.200 = 4.96 75.43 19. item: (8) 250 and 500 MW Power Facility (Coal Fired) 2008 Cost Basis: Description Site Works Site clearance / Site Improvement Demolition Retention ponds / M.66 36.77 56.Multiplier M.609 / $59.60 0.83 0. Detailed design hours $841.952 / $1.69 33. and some vendor assistance for a total of $49.75 % of "A" % of "A" 13.59 5.E.73 0.92 1.085 hours / 41 M.44 1.00 19. initial fill. an addition to a tank farm.99 3.70 2.69 0.81 2.06 0. Miscellaneous items are spare parts. items = 344 hours per M.74 5.38 1.51 0.58 1. 8% 10.racks.58 407.812 930.U.58 10. office equipment.0% 10.76 0.71 35.69 1.35 15.55 14. in US $ millions .29 89.10 $ 1.72 133.73 34. other miscl items. water tanks (incl electrical / controls) Spare parts (Pumps.39 701.6% 100.94 35. Construction 55 month effort.0% 11.63 1.2% 100.35 51. van(s). crane(s). Detailed design 38 month effort.6% .77 1.302 $ 2. cafeteria equipment.56 0.95 4.62 1.8% 10.97 48.6% 70.6% 19.56 19.418 18.76 0.82 $ 2.42 0.06 3.84 146.3% 1.64 1.57 1.mid 2007 Cost Basis .25 492.34 11. impellers. forklifts.59 31.12 540.86 12.43 82.21 0.0% 4.54 783.860 $ 1.Mid West USA Cost per MW Low Range MW cost High Range MW cost General Notes: Excludes land purchase. "AA" Fire truck(s). Procurement 28 month effort.25 6.25 7.1% 18.16 14. valves.03 0.Treatment / sampling system / tanks Insulation and refractory Cooling Tower systems / M.91 0.57 1.7% 1.17 89.96 7.35 0.29 23.25 71.514 $ 2.43 451.19 62.86 43. 25 0.93 3.12 23.49 60.7% 3.13 6.61 20. truck(s).30 12.C.66 275.80 3.35 2.45 75.53 80.18 132. blades and other items) Operating Equipment "AA" Miscellaneous Generation items Sub Total "A" Construction Total Div 1 / G C's / Temp Construction Sub Total Detailed Design / Construction Management Detailed Design (Engineering deliverables) and Fee FE Engineering Studies Owner Engineering / CM / Procurement / Inspection / Start up CM and Fee Sub Total T.48 26.163 $ 1.3% 3.I.66 8.2% 19. f/f.75 1.2% 4.Guard / Security Center Fire Engine Bldg Gatehouses Hard standings / Pads Parking Area Plant air / vacuum system Miscellaneous Building items Sub Total Turbine / Steam Generation Turbines & Ancillary equipment (incl piping / electrical / controls) Steam Production / Boilers (incl piping / electrical / controls) Electrical Transformers / Switchgear (incl piping / electrical / controls) Turbine Vent systems (incl piping / electrical / controls) Drafting Systems & Concrete Stack (incl piping / electrical / controls) Scrubber(s) system (incl piping / electrical / controls) Coal Handling / Crushers (incl piping / electrical / controls) Coal Washing Equipment (incl piping / electrical / controls) Ash / Cinder Collection (incl piping / electrical / controls) Feed water Condensate Systems (incl piping / electrical / controls) Chemical Injection . w/h tools .51 6.15 0.98 1.0% 67. 79 41.117 85.111 0.30% 23.E. SS and CPVC) Insulation Electrical / tracing Instrumentation 0.5% 7.60% Concrete Tanks / vault Roads / Walkways Fire main Site works Civil / Concrete excluding vault Pre cast Concrete 0.70% 48.2% 3.257 0.2% Major Equipment setting 8.5% Instrumentation / Controls 7.E.233 0.59 2.10% 12.1% TIC .5% 4.64 34.228 0.71 20.3% 6.9% Demolition 1.60% Structural Steel / Platforms Building (W-H / control – admin) Pipe (CS.55 23.4% Civil work (foundations) 12.074 6.10% 52.137 0.10% 10.70 8. Multiplier (“B” / “A”) 2.7% G C / Site Establishment 13.05 Notes: The detailed design is low at 6.50% 48.95 2.9% Detailed Design 13.7% 6.578 0.05 501.2007 Cost Basis “B” in millions of US $ % of TIC 48.E.0% Site work 3.6% 1.291 0. this is due to the fact that a good amount of the “systems” in the major equipment are designed by specific vendors.49 16.0% 100% $ Total Cost 269. multiplier of 1.(9) Steel Production Facility (2008 Cost Basis): 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Category % of M.068 0.41 M.30% 6.7% 5.58 19.5% 3.3% 0.60% Category % of M.537 0.30% 38.41 37.00% 20.E. Major Equipment “A” Freight 3.77 35.79 9.35.1% Structural Steel 12.0% Electrical 15. item 1.429 20.90% 26.962 per M.9% Construction Mgmt 6.7%.0% TIC w/o Detailed Design / CM 185.3% 90. 26 Notes $20.8% Piping 7.3% Insulation / Refractory 1.7% 3.Process / Water Conditioning Facility: (2008 Cost Basis) Major Equipment (53 # items) Major Equip setting $ Cost in Millions 1.E. Steel mills / steel facilities usually have a M.952 0. (10) Combined Sewage .30 32.9% 6.390 man-hours 1 # 35’ diameter tank and 2 # 55’ x 55’ x 30’ high vaults 195’ 260’ 7 Acres Includes 170’ pipe bridge – 105 ton 275 # devices .75 – 2.5% 0.5% 1.537 0.51 555. 70% Total Construction Cost 5.5. Owner engineering costs of $298.710 Front End studies.719 Preliminaries / General Conditions .50% 48.672 0.5% .04 7.10% 26.60% 0.250.Painting Epoxy coating to tanks Lab / Office Equipment / Maintenance Equipment 0.700. re-routing utilities $43.570 man-hours 7.90% P M / CM 5% 0.292 Total • • 60.20% 9.053 4. Typical Range 7. Demo $211.079 0.218 Excludes: Royalties / Technology Fee.10% 3.15% of Total Construction Cost.535 0. 27 .5% Detailed Design 9. 14 4.700 50.900 Flue Gas Stack & Duct Modifications ($3.370 5.814 Ton) 142 Ton 296.668 70.800 6.500 1.300 LF 116.E.950 S/T 42 18. MCC.861.694 60.126.) Columns / Tower / Trays .012.14 101.700 28 .881 70.050 321.34% (on M.000) USA Upper mid West (Ohio) 2009 Cost Basis Total Construction Cost $56. cable / conduit and hook ups) 7.750 454.174 SY 67.14 1.797 60.980 7.14 275.000 Compressor 1 Ea 345.210.990 1.14 2.529 Non Engineered / Engineered Materials Site improvements / 190 LF Rail spur with switch 8 Caissons / Piling ($75 / LF) 6.800 412 Ton 543.15 208.550 Firebrick (2.15 324.165 70.100 Additional Bund Walls to tank farm ($488 CY) 270 CY 54.710 SF 172.986 7. = $631 K 626.404 / 42 M.Modifications 4 Ea 7.970 Structural Steel / Platforms ($2.720 Miscellaneous equipment: coils / drums / tanks etc 6 Ea 532.556 Ton) Piping (Aver 8" diameter .300 per million BTU’s .090 634.450 258.) 626.14 29.938 50.038.000 182.560 211 70.900 7.470 50.336.340 70.14 41.880 25.744.14 514.000 22.500 423 70.600 580.695 CY 376.433.000 2.$185.052.288 per I/O) 1.500 7.800 Move existing u/g drains & utilities ($158 LF) 1. 21 Month Construction effort (Construction started 5 months into DD) Construction Category Qty U/M Material Hours $ Rate Labor Total 9.100 LF 246. Sub Total (A) $26.310 105.300 6.14 14.554.$515 LF) 6.5" diameter and less ($81 LF) Electrical (Equipment.487.000 2.$112 SF) 3.820 Insulation to pipe ($149 LF) 5.940 Tank modifications / Baffle reconfigurations 2 Ea 128.314 70.100 6.360 Painting ($2.14 454.870 1.250 60.600 390 70.660 99.720 868.250 154.790 69.800 541.900 845.628.14 244.720 1.000 4.880 205.467 70.780 LF 246.360 297.242.450 147.157 60.15 76.780 Pumps with motors 6 Ea 54.057 Merit Shop Construction (Combination of Union & Non Union) 12 month Detailed design (DD) effort.14 17.900 SF 65.450 708.E.Typically $160.670 305.920 LF 2.000 Concrete (Foundations and flatwork . Blower & Pumps) 7 Ea 65.000 65.550 Buildings (Control Room / Change Area .020 No 934.427.14 508.190 19.340 Cabin / Pre-Heater section 2 Ea 275.100 2.14 130.483 70.880 26.550 192.313.14 27.850 374.150 Refurbish M.600 381 70.470 658.772 50.441 70.14 375.328 413.257 70.14 181.740 372.E.410 70.15 87.278 12.987 585 70.340 559.588 60.600 6.230 5.CS 65% / SS 35% .566.534 50.800 Offsite work / OSBL Roads / Parking area ($25 / SY) 6.450 1.350 Heat Exchangers 3 new ( 5 modified) 8 Ea 148.881 / Ton) 27 Ton 48.600 3. Items = $1.$499 CY) 1.700 Major Equipment (M. switchgear.5”) and (1”) gunite type lining ($63 SF) 4.860 Pipe runs & tie ins (Aver 8" diameter .15 Asbestos / Lead paint removal Demolition / removals ($300 Ton) 1.320 Instruments / controls / cable I/C ($1.14 173.E.980 1.700 Freight 3.(11) Crude Distillation – Cabin Oil Heater – Re-boiler.000 .930 Modify pipe rack ($4.828 637.700 4.261 6.582 70.640 Piping small bore 1.744.450 LF 536. (Compressor.750 4.550 1.230 250 70.487.660 1.900 LF 122.890 167.433.040 131.084 60.148 50.14 189.200 Bayonet Section / Re Tubing & Manifold 1 Ea 453.860 70.E.053.14 26.14 125.14 412.071 60.719 AC 384.500 30.14 379.170 Injection skids/ manifolds 2 Ea 175.Flue Gas Add-on Facility 320 Million BTU’s ($177.740 Non Engineered / Eng Materials S-T (B) 514.839 105.E.350 SF 184.900 811.529 M.900 523.640 3.502.800 131.10 SF) 79.14 468.590.719 / 42 M.090 Heater / Re-boiler / Flue Gas Stack 3 Ea 9.14 117.930 Ton 65.500 10.15 88.$370 LF) 1.351.000 13.986 7. 769 17.670 4.571 70. 238. / CM Sub Total 6.14 51.000 Modifications to control room ($110 SF) 1.777 Field Support / General Conditions S-T (E) 1.14 Painters / Insulation workers.000.000 Elect runs & tie ins from D sub station ($260 LF) 1.020 LF 79. 570.680 LF 43.557. B.36% of D+E 15.859.736.388 45.149 Total of D + E 28.637 57. OH & P.150 110.587 73.541 Insulation with metal jacket ($121 LF) 1.110 Truck loading area (CSA & MEP systems) ($86 SF) 800 SF 43.68% $60.14 370.740 Sales tax 5.9% of D+E 32.744 60.500 527.880 680 SF 23.546. 87.000 Initial fill / Grogg.800 Temporary power / utilities 26.14 25.566. FICA.560 2.700 Detailed Design & Construction Mgmt 238.077 21.350 867.25 per HO hour 32.118 60.37 / hr 696. WCI.14 67.161 60.600 2.15 Laborer.460 110. Field Labor unskilled rate = $29. 174.14 140.699 Offsite work / OSBL Sub Total ( C) 1.750 LF .024.7% of Field Construction Labor) - 13.013 of D) 157.699 Labor support (clean up / mat deliveries 0.0108 of D 147.010 70.235.348.970 Mod to Tank age area ($445 / CY) 780 CY 236.503.700 2. C.55 324.14 110. 570.14 Millwrights / Pipefitters / Electricians.50 348.36 17.5" diameter and less ($69 LF) 2.50 3. 68% = Fringes.890 860 50.450 857 60.008 1.603.123.68% $70.600 Owner Start up assistance / commissioning.787 Other Project Related Costs Overtime / Shift work (HO & Field) allowance.220 347.14 185.330 Travel / Per Diem / Miscellaneous items 445.454 Field Support / General Conditions Supervision (6.600 Spare Parts (Expense) 287.260 43.000 8.Piping small bore 1.729 4.320 LF 74.85 x 1.800 Computers / CAD / Xerox copies F-X $7.351 - 15. 165.65 1.330 487.000.642 70.337.800 Owner travel / expenses.294 Total of M. Contingency / Escalation pro –rated and included above.950 LF 76.840 Field offices / Trailers / Secretary / Security 163.14 85.800 D.419 60.68% $50.113.330 Construction Equipment / Fuel / Site Vans 375.744.614 110. & Field Construction (D) 26.500 BAR Insurance / Bonds.000 Fence to E side + 2 Gates (1.5% 1.576 226.669.160 Hours) 2% of D+E 894.01 492. D.000 6.217 101.300 Early Engineering studies.000 Other Project Related Costs Sub Total 4.000 1.580 1.840 Total Project Cost 56.540. 29 .510 423 60.80 x 1.330 433.75 x 1.E.082 CM General Conditions (including above) HO Start -up assistance 3.637 37.780 1.260 763.$69 LF) 120.500 300 Hours 39.075 HO Field Support / RFI's / Vendor visits / Surveys 1.450 8. Vendor Support 300 Hrs @ $120 hr + expenses.659 41. Field Labor skilled rates = $41.460 68.15 43.040 43. Field Labor semi-skilled rates = $35.404 Notes A.518.340 264 65.000 Small tools / Consumables / Hard hats etc $3.300 265.14 285.981 184. Unemployment Insurance.800 Owner Support / Consultants (7.616 269.500 Scaffolding / Barricades 0.570 1.603 - Detailed Design / PM-PC-Proc effort 7.310 159.582.614 CM Staff (7) 3.550 75.50 161.25 1.501 2. 920 28.(12) Chemical Production Facility: Multiplier 3.690 97.E.430 49. 10 month Construction Effort Open Shop Construction Category Material M-H's Rate including Fringes Labor % of M. S/T In-Directs C 32.778 3.530 1.270 2.230 159.520 49.287 Fence / Road / Stone 45.440 4.400 83.120 147.35 76.280 16.512 Construction Total B 885.760 28.271 161.621.E.801 12.190 1.33 90.521 174.778 S/T M.25 33.884 31.5% of Labor Temp facilities plus admin / clerk Small tools / consumables 1.85 33.383 Instrumentation 47.1% 11.920 133.820 536.E.9% 2.450 39.33 27.170 4.000 50.720 1.778 1.230 35.1% 41.340 987.0% 8.230 4.88 308.530 862 OSBL (Pipe/Electrical) 33.020 57.830 19.843 2.820 22.77 28.710 31.E.5% on L &M excl M.421 87.200 2.873.37 0 75.77 8 93.671.990 187.350 17.00 2008 US Gulf Coast.08 0 4.500 30 112.350 32.644 In-Directs Sup 7. setting Site work / Excavation Concrete Structural Steel 1.02 8 S/T A+B+C Other Costs Detailed design + fee 7.360 8.75%L WC Insurance 17.5% 5.660 980 Fire protection 15.804 31. Total 1.5% 1.884 1.830 702 Demolition 11.212 855.4% Pipe 259.070 Insulation 29.6% M.15% 1.35% of Labor HO support 12.370 18.260 1.890 31. A M.500 83.8% 155.150 87.518 27.7% 1. (12 items) Freight 3.621.7+ fee% CM Trailer / Services 10 months Spare Parts 338.370 17.060 465 Painting 11.35 28.93 32.75 67.260 13.7% CM 3.570 5.14 0 277.2% Bldg / Siding / Roof 32.720 153.65% of Labor FICA State Unemployment BAR 16.63 0 79.1% 8.2% 5.802 162.620 41.00 0 50.25 26.400.0% .42 28.671.650 34.451 Electrical 108.85 29.75% of Labor Scaffolding Rental of Const equipment GC profit 8.435 123.500 14.E.0% 3.850 1.47 50. 75 3.e. Multiplier 5.00 1.25% Accuracy) Front end – semi detailed.S. has an assortment of carbon steel and a high content of stainless steel piping (30% C. has a high level of carbon steel piping.75 3.540 38.15% of the detailed design should have been completed (or a front end design package has been completed). has a state of the art instrumentation / control system – TDC 3000 or equal. Multiplier 3.E. TYPE OF PLANT Chemical . crushers and grinders. ROI. They are typically prepared to formulate the first round of project viability / economics. conceptual. High Range: Characteristically the major equipment is housed in an enclosed structure / building.Solids Ethanol Facility (corn / sugar cane) Pharmaceutical Power Steel LOW RANGE M. has an assortment of carbon steel and stainless steel piping (60% C.75 2.E. Multiplier 6. open shop or a combination of union construction workforce and a fast track construction schedule. and the balance 70% S. The front end / semi-detailed 31 .75 3.S. that are used to select one chemical / manufacturing process over another or to validate earlier economic evaluations / estimates.50 HIGH RANGE M.Liquids / Solids (Hybrid) Chemical . is a hazardous process. steel. Solids has a limited amount of piping. in-directs.50 2. open shop or a combination of union construction workforce and a normal construction schedule. open shop construction workforce and a normal construction schedule.503 5.Liquids Chemical .75 2.014.) multipliers.50 4. solids and a hybrid of both) type facilities fall into one of the following categories / major equipment (M. an unsophisticated instrumentation / control system. this multiplier would cover.600 614. materials. is based on new technology.25 MEDIAN M.E. a reasonably sophisticated instrumentation / control system. labor.30 2.S.760 27.25 3. i.75 1. or better). chemical facilities (liquids. 5% .00 4.E.50 Low Range: Typically is an open structure.S. the major equipment is usually material handling.25 5.53 1 Total Typically major equipment multipliers (to arrive at a total installed cost of the proposed facility. detailed design. capital cost estimates are usually compiled in the more advanced stage of the front end / conceptual definition / design development effort or early on in the process design stages.00 4. or better).50 2.00 2. Median Range: Typically is a combination of enclosed / open structure. pharmaceutical. Other considerations: (refer to other benchmarks on page 28 33) (D) Front End – Semi-Detailed / Square Foot / Conceptual Estimates (+/.25 5. construction management) for power.50 3. and the balance S.Refurbish pumps / heat exchanger Demo (Expense) Commissioning / Start Up S/T 19. 10. If the plan of attack is to use multiple construction contractors. Many time companies use this estimate to get funding from their board of directors.D. direct hire. major quantity take-offs and material unit prices / unit erection hours. in essence it is based on one premise. with an accuracy of say -/+ 20% . & I. The location of the new / existing plant. hopefully from pre-qualified fabricators / vendors together with preliminary sketches. the lump sum / detailed method estimating approach takes much more resources / deliverables to compile. perhaps 70% complete and the scope of the off-sites has been established or at least initially scoped out. Instrumentation / Control philosophy. i.20-15% range) compared to the lump sum / detailed method described below. the major equipment price list (delivered to site). typically the detailed engineering effort might 32 .e. Some general arrangement drawings. Process Flow Diagram’s P. 14. (2) Project Execution Plan (i. 3. 15. (accuracy is in the +/. This capital cost estimating method / approach is the best “path forward” when a detailed capital cost estimate can not be compiled without the knowledge and advantage of a reasonable amount of completed detailed engineering and the costs associated with this effort. Preliminary Electric motor list.. procurement and construction and finish date). A milestone “event” schedule (start of engineering. with vendor pricing if possible. 11. (E) A.F. 9.E. also to finalize the R. 7. plot plan.’s / Phase 1 Environmental Reports (if available).E.F. however by perhaps increasing the contingency value by a couple of percentage points this accuracy differential could be mitigated. AFE / Preliminary estimates are typically used to assist in the compilation of detailed project execution plan.F.’s …say 30-70% complete. some out line / detailed specifications. Knowledge of off-site requirements. 8. Construction approach union / open shop labor (merit shop). 6. / EBITDA payback economics. (Approval for Expenditure) “funding” initial control capital cost estimates are produced after the project studies / basic process design package is completed or substantially completed. construction packages.. 1. 5.I. quotes / pricing. Reasonably complete P.A.’s. In general the cost estimate must be a reflection of the (1) Scope of Work. the accuracy may be better say +/-15 -10%. Additional front end / semi-detailed unit prices and various pricing methods can be found in section D –1.e. Electrical classification map. 12.O.15% can be completed with some of the following engineering deliverables.method can in some situations be of great assistance as quick / cost effective and reasonably defined cost forecast. Preliminary Instrumentation list.C. P. this is the stage in the projects life cycle to obtain it’s full approved funding. A major equipment list and specifications / materials of construction. 2. The front end / semi-detailed estimate provides a reasonable cost evaluation at a much smaller preparation cost and time value. Preliminary equipment arrangements. A preliminary / detailed scope of work statement / project execution approach. the cost estimate basis and backup supporting documentation must include sufficient details so that the final anticipated cost can be established with least amount of effort to mirror potential scope changes. 4. a reasonably accurate front end / semi-detailed estimate. GC approach) and (3) The current Milestone schedule (start and finish date). it is typically predicated upon major equipment listing.20% Accuracy) These A. 13. D. Funding Estimates / Preliminary Estimates (+/. drawings. many times construction could have commenced.35% level. project approach. (F) Validation (Check Estimate) Control / Estimates (+/. General Benchmarks: To be reviewed and added to the previous cost models if appropriate: Ref Description Range 1 Offsites (OSBL) 2 Fringes (vacations. B of Q’s. construction rental equipment. taxes. management reserve. used sometime as a preliminary control estimate. testing. insurance. specifications. freight. vendor assistance. 50% -75% engineering is defined. The EPC home office and field support engineering / procurement hours are compiled based on the required project deliverables. Lump Sum Quotes are obtained on the major equipment and specific construction work packages from a reasonable number (2 or 3) of pre-qualified vendors and individual subcontractors. design staff. some owner type companies still compile this type of “detailed” capital cost estimates. typically by each engineering lead engineer.5% of base wage rate 3 Cost of Facility 33 Cost of Activity Comments . is very much more labor (engineering. Instrument lists. Detailed bulk material lists are compiled and forwarded to vendors. sometimes used to confirm or validate the AFE funding estimate. permits. estimated. as its name means. This is vital of course to any firm providing a lump sum bid. insurance. The field labor man-hours are evaluated based on quantity take-off measurements / productivity is evaluated.. (Bill’s of quantity). Major Equipment lists. travel expenses. are all reviewed.30% of base wage rate 10% .17.50% of Inside Battery Limits (ISBL) 22% . sick days) Worker Compensation Insurance 5% . procurement and project controls). actual location of facility within the plant.e. etc. safety requirements. including plant location. an appropriate contingency for this type of capital cost estimate would be in the 15% – 20% range.5% Accuracy or less) The lump sum / definitive capital cost estimates are typically compiled / arranged when the project has been comprehensively documented (a good amount of engineering deliverables i. typically the engineering effort is in the 50% -70% range. when this capital cost estimate is assembled. import duties and taxes. Detailed Engineering and field supervision and field establishment expenses and other items. holidays. possibly even more advanced. This approach is.15% Accuracy) A hybrid of an AFE estimate and a lump sum / definitive estimate. (G) Lump Sum (Control)/ Definitive Estimates / GMP / Hard Money / Tender Submission (+/. CAD machines.e. freight. timing.be considered 10% to 20% complete. drawings and specifications have been completed). intensive that the previous mentioned front end approaches described previous. This approach the lump sum / hard money / detailed method of capital cost estimating is typically utilized by EPC / engineering firms and / or contractors. the engineering typically would be at the 20% .. such as copies. telephone expenses. the estimator / cost engineer will also price these items out to ensure / check / verify vendor and sub contractor pricing. major equipment requirements are known and long lead items may have been ordered and any off-site requirements are known and engineering on the off-sites is well advanced. compiled and priced out and incorporated into the estimate summary. i. detailed scope of work. contingency. import duties / tariffs if required. bulk material take-off ‘s are typically made to a large extent from completed drawings and specifications. $40K $40 .50 – 1.S/C Labor 3.5% of Direct .E item (cost).0 – 5.4 1.15% .$100K (CSI Division 1 Preliminaries) Hand tools / typically valued less than $100 per item Typically $2. answers to RFI Estimating.8.$70K $45 .5 – 2.0 5 6 7 0.$30 K $30 .S/C Labor 0. 0.25% 0. grease etc.0 for remote plants and facilities using SS and exotic 34 Multiplier of d/d M. welding rods.S/C Labor Could be 5.$100 + million 4 00% .$60K $40 .50% of Direct .00% of TIC 0.00 per construction man-hour (Gases.35% .0 – 7.15.$100 + million $1 . Typically on a $20 million new building / facility a profit margin between 5% .5% .50 – 1.) 1.75% – 1. 3.00% of TIC 0.15% 0.8% of TIC 17 General Conditions / Preliminaries Small Tools 18 Consumables 19 Temporary Services 20 Field Supervision 21 Major Equipment multiplier 1.0.5 – 5% of Direct .S/C Labor 2.50% of TIC Purchase orders and contracts Field questions.5 – 12.$100K $20 .5 + or more bidders generally translates to lower profit margins. An example of a high multiplier would be Canadian Tar Sands projects . cost engineering and planning activities $5 million $10 million $50 million $5 million $10 million $50 million $5 million $10 million $50 million $20 .5% can be realized dependent on economic climate and number of bidders .$60K $20 .O Project Controls 13 Value Engineering Study 14 Risk Mgmt Review 15 Project Reviews / Audit / Benchmarking Analysis 16 5% .1.60% $1 .50 – 1.25 – 3.5% of Direct .5% of TIC 8 Inspections / QA-QC services Front End Studies / Scoping study / BOD Builders all risk insurance (BAR) Contractors O/H (Supporting construction / field activities) Profit 9 10 Performance Bond Procurement activities 11 Engineering support 12 H.50 $4.$45 K $35 . vendor visits.$40 K $30 .00% The larger the TIC value of the project the lower the % typically is.5% of TIC of facility. 50% of Major Equipment 2.5% of the M. Consultant based at EPC office / field location during construction effort 32 Owners Engineers North American Staff / Consultants based at EPC office / field location during construction effort South America ($70 . on large / complex EPC projects Per diem varies and is in the $100 .6 weeks Excludes per diem & trip home every 8 .5%% of TIC of facility Use 5% .$17K per month (based on 166 m/h per month) $10 .$250/ day range.5 – 5.5 – 5% of M.$20K per month (based on 166 m/h per month) 35 Excludes per diem & trip home every 2 . North America ($70 .5% of M.50 – 1.20 – 0.5% – 3.$250 / day range.50% of Major Equipment.$1.metals 22 Construction Equipment 2 – 7% of Direct . On Refinery / Process / Power type construction fees can range from 6% 10% of TIC Another approach is to obtain pricing from vendors for this activity Another approach is 1. compressors etc) Another approach is 0.12 weeks (* Excludes local country income 2.$125 / hour) 33 Owners engineers North American Staff / Consultants based at EPC office / field location during construction effort Europe ($70 .12 weeks (* Excludes local country income taxes) Excludes per diem & trip home every 8 .40% of Direct S/C Labor 2 – 4% of Total Installed Cost of Facility on CM General Construction Projects 23 Protection materials 24 Contractors Fee 25 Vendor Assistance 26 Spare Parts 27 Royalties / Licensor Fees 28 Overtime shift work 29 Validation Services (were required) 30 Operator Training 31 Owners Staff / Engineers.25% .E.5K .$100 / hour) Tarpaulins / temporary screens / worker rain gear.S/C Labor 0. typically in the 2-4% range on complex facilities use 55 – 7.10% of labor cost if o/t is anticipated 1 – 5% of TIC $10 . Airline fare $0.E. Large projects would see fee in the 2 – 3% range.3.5 – 2.E.5K Per diem varies and is in the $100 .5% of major equipment 0 – 10% of Direct Labor 10 – 40% of Detailed design costs 0.$150 / day range).5% of rotating equipment (Pumps.$125 / hour) 0. Airline fare $1K $2K Business Class $4K Per diem varies and is in the $100 . Airline fare $1K $3K Business Class $4K . cost 0.5% – 7.$15K per month (based on 166 m/h per month) $10 . 5K $4K Business Class $7K Use quoted values were possible: 39 41 taxes) Excludes per diem & trip home every 8 .12 weeks (* Excludes local country income taxes) 36 .000 per BBL 42 Per diem varies and is in the $100 .(Total Facility based on production capacity) – Flax. $1.$325 / Ton of annual production capacity Average Cost $2.(Total Facility based on production capacity) Refinery (Oil) – Construction Cost .$250 / day range.$1. sunflower and soybean.(Total Facility based on production capacity) LNG – Construction Cost (Total Facility based on production capacity) TBD Historically 0.1.65 per gallon for a 50 million gallon a year plant.40 per gallon $1.90 .55 per gallon for a 100 million gallon a year plant.75 per gallon for a 25 million gallon a year plant.$450 Ton 37 38 $550 -$700 Ton $300 .40 . 40 Bio-Diesel Facility – Construction Cost . palm oil.(Total Facility based on production capacity) – $0.50 .15 per gallon $225 -$335 Ton Average Cost $280 / Ton $6.00 per Gallon Ethanol Plant – Construction Cost . Airline fare $1.$1. $1.60 .$1.(Total Facility based on production capacity) $1. Cement Plant – Construction Cost .250 per BBL Average Cost $9.(Total Facility based on production capacity) Steel Mill – Construction Cost .34 Owners Engineers North American Staff / Consultants based at EPC office / field location during construction effort Africa.$1.$135 / hour) 35 Expense items / Demolition / initial fill Chemicals / 36 Steel Pipe Mill – Construction Cost .$11.50% .750 .$22K per month (based on 166 m/h per month) Average Cost $375 / Ton Average Cost $625 / Ton Average Cost $250 .50% of TIC $300 .$450 Ton $12 . Middle and Far East ($75 . 34 per pound Average Cost $1.(Total Facility based on production capacity) Simple Cycle Power Plant (Gas)– Construction Cost (Total Facility based on production capacity) Wind Power Construction Cost .13 .28 $0.65 per pound $0.775 of installed MW of capacity 51 Hydro power plant 52 Desalination Facility 53 Construction temporary services (water.15 per kg of production Excludes OSBL work typically an additional 10% .43 50.$1.250 / MW Average Cost $1.475 .5 – 3.65% .975 of installed MW of capacity 25 million gallon per day of brackish water $40 – $50 million investment Ditto sea water 100 million gallons per day $110 – $125 million investment 0.30 per kg of production $0.(Total Facility based on production capacity) Combined Cycle Power Plant (Gas) – Construction Cost . $2.400 .000 BBL – 250.000 BBL / day Alumina Facility 44 Boric Acid Facility 45 Ethyl Acetate Facility 46 Power Plant (Coal) – Construction Cost .$670 per MW Average Cost $585 / MW $850 .875 per MW $550 .$700 per MW $0. electricity etc) Cost of CS pipe and $1.333 / MW Based on facility capable of generating 200 – 450 MW Average Excludes hangers and 50 Geothermal Power Facility $890 .(Total Facility based on production capacity) 47 48 49 Facility cost per pound / kg of production Facility cost per pound / kg of production Facility cost per pound / kg of production $1.$1.14 $0.75% of the TIC).675 / MW Average Cost $675 / MW 37 Optimum wind speed need to be between 15 – 25 MPH for cost effective solutions: Typically these wind farm facilities are in the 10 – 75 MW range (The wind turbine unit typically represent 50% .65 .30% of facility cost Excludes OSBL work typically an additional 10% .30% of facility cost $500 .0 MW .09 per kg of production $0.27 .$0.1.650 of installed MW of capacity Average Cost $1.30% of facility cost Excludes OSBL work typically an additional 10% .20 per pound $0.40% of construction cost.06 .60 $0.$0.$1.$3.$0.$1. Current turbines are sized 1.65 54 $0. 15 per pound and $6.0% Manufacturing Facility (Auto Production / Paint / Tire type facility) 3.5% Chemical / Fluids Plant** (Refinery / Amine Clause SRU) 1. cost 3% .75% of annual sales Public Building 0.E.55 56 fittings delivered to site .37 per pound $0.6% of TIC 10% .5% – 5.5% of M.5% of M.5.03 per kg $0.5 – 1.5% Pharmaceutical Facility*** (Class 10.500 $800 . / Bulks cost 5% .25 inch plate ex works 60 Bonds / taxes (B&O) Import duties / VAT payments Refurbished major Equipment / E&I programming / Tie-in’s / Facility Shut-downs I/O point new I/O point modifying existing system Operating consumables 61 Annual Maintenance Costs 57 58 59 per pound $5.E.5% .5% – 3.83 . **Could be up to 12.000) 2.070 $0.75% of M.$950 0.5% .25% of Labor cost (direct hire plus S.070 / M3 of cooling 3% .C labor) 38 . 66 Owner Engineering (PM/ Engineering / CM) Construction Equipment 67 cost $3.000 – 100.5% 62 Utility costs for Refinery / Chemical Plant 63 Freight (USA in country) 64 Ocean Freight 65 Operator training Power $0.E.5% .5%– 2. dismantling and flushing tri-clover type piping systems etc: Add in-country freight (both countries) On complex process facilities use 1. TBD $1.E. excludes field fabrication and erection Cost of CS A-36 0.8.7.73 .5% Chemical / Solids Plant (Cement / Toner) 1.81 per kg TBD supports Determine if sales exemption certificate is in place.25% – 1.$8.10% of M.080 / Kw hour Water $0.5% for high pressures / hazardous chemicals / materials that corrode pipe / seals / bushings / impellers: ***Could be up to 15% for cleaning protocols / chemicals / HEPA Filters / miscellaneous materials. / Bulks 0.93 Asset first time cost (TIC of installed facility EPC cost) or facilities insurance / book value / replacement cost.33 – $0.$0.060 $0.500 – $2. 22.E / Shift work or overtime requirements Premiums for M. percentage based on internal company estimating systems / Contingency (Technical and General) values / Currency impact etc. number and footprint area’s of buildings.e. tons of structural steel. cost. 9. 19.68 69 Rail spurs. 21. plus bulk materials.30% of Construction costs Exclude detailed design. Inflation values utilized. 0. 14. roads.E.5K of earnings to be non taxable (6/26/2006). number of valves. number of motors. 16. 3. early delivery / Milestone schedule / Accuracy of estimate Project risks.65% . Capital Cost Estimating Summaries. 39 . 5.80% . etc. lengths of piping. however working overseas for periods of more than six months will require US expatriates to pay both US and local country income taxes were applicable. 6.25% of M.E. multiplier Engineering hours per piece of M. footpaths and fences Pre-Commissioning 70 Project Insurance (Umbrella) 71 Third party inspection services 5% . 0. hazardous waste. CM and fees from the calculation. demolition. This summary / information should include some of the following: 1. 12. 4. 17. 8.80% of M. number of instrumentation devices. / Funding / Lump Sum Name and location of plant / facility Basis of estimate / scope work statement Percentage of Engineering Complete Estimating plan / key people involved with capital cost estimate Percentage breakdown between direct and indirect costs Major equipment list (percentage of firm quotes) Significant quantities. 13. 2.M. union or non union labor Take-off allowances / Resolution factors and allowances / Design growth In-house engineering / Support cost details Estimating assumptions / listing of drawings and specifications estimate is based upon Contracting / construction approach Basis of Inflation / Escalation value Expense items Start-up cost details Vendor Assistance costs Plant tie-ins and shutdown work / Royalties / T & C review / M. 10. plus bulk materials * Current US tax allow for the first $82.1. 11. 15. total cubic yards of concrete. procurement.10% of M. Estimated engineering and field construction hours Labor rates. (Cover Sheet) The capital cost estimate summary on all types of estimates should contain adequate information to permit management to evaluate and consider the compiled / established factors and ratio’s compared to “normal” company estimating standards. 7. 0.. i.E.1. LBP.O. Type of Estimate O. 20.75% – 2.E.E. long lead equipment items / L D’s Percentage of estimate based on formal quotations. 18. need to be documented and made part of the bid submission. all methods have plus’s and minus’s associated with them. it is vital that these activities are completed to minimize any “risk” items that have been overlooked or estimated incorrectly. As has been mentioned previously. Again a lot of the issues related to the basics of CAPEX estimating. CAPEX estimating fundamentals are discussed in some detail in Section 1. they all have distinctive scopes of work that are unique to their market sector. It is important to have this information on file. assumptions. Capital cost estimates can be made at all stages of a projects life cycle. many times these estimates are put aside for a period of time only to needed again. or the ROI / EBITDA is not considered high enough. there are possibly dozens of methods or ways to execute a project. when the CAPEX estimate is needed again.different countries / different companies / different industry sector all use different terms / nomenclature for in compiling and discussing CAPEX estimates. the physical effort of a detailed capital cost estimate involves many individuals. i.. Owners / Clients and EPC firms have to appreciate that there is no single “best” method of completing a CAPEX project. review and checking procedure by senior management and the estimating / proposal team prior to the estimate / bid being submitted to client / or if the capital cost estimate is to be used as a project control tool. clarifications. there is no common denominator when it comes to a standardized estimating methodology . cancelled or deemed to expensive. the initial sections of this publication should be a good “starting point” data source for individuals tasked with this responsibility. Industrial Construction (refineries.This detailed listing will greatly assist management in their review process. The basis of the “bid”. exclusions from bid or alternates to proposal. Assembling and calibrating the capital cost estimate for these types of facilities are complicated tasks. two or three years down the road. hopefully some of the information contained in the following sections will help the reader in understanding these complex issues. these include the capital cost estimates previously described earlier in this section. to be successful it needs to be a “total team effort”. chemical plants. using the older / previous capital cost estimate and calibrating it to today’s cost can save a lot of time and resources. pharmaceutical facilities. 40 . This method is suitable for EPC contractors (some owner / operating companies will produce similar type capital cost estimate) bidding process related work on a lump sum / turnkey / tender submission / GMP basis. many times capital cost estimates are delayed. power facilities etc) need to be looked at differently. 2 and 3 of this publication. there is no standard name or classification / approach. There must be a substantial / in depth analysis.e. This section is focused on basic benchmarking data (man-hour units – man-hour units to install various construction components). • • • • Front End assessments. Construction Management and Commissioning / Start up of plant or facility (CM).4 BASIC BENCHMARKING DATA AND ELEMENTS OF A PROCESS PLANT / CHEMICAL FACILITY – MANUFACTURING PLANT What is benchmarking and how does it fit into the execution of CAPEX projects: Benchmarking is basically about making comparisons with other business’s and our main competitors – how they execute CAPEX projects. Operator training. civil. electrical work and an number of other related metrics that may be useful in compiling or auditing front end conceptual estimates.best in class. or obtaining funding for this effort). By recognizing various production failings shortcomings. and then learning from the plus’s and minus’s that those comparisons come up with and making changes in the way we will execute CAPEX projects in the future to gain a competitive advantage. Engineering studies for economics . The Engineering.ROI / EBITDA returns Basic and detailed process design – followed by detail design. Engineering / detailed design / effort (E). concrete work. man-hour performance standard / routine(s). Plant Acceptance / Handover. Procurement (Buy-out of major equipment and bulks) . Benchmarking is the continuous process of measuring our performance and practices against our toughest competitors or those companies recognized as industry leaders .QA-QC effort (P). masonry. piping. graphs and various fundamentals of a process plant / chemical facility / manufacturing plants. PCA’s. Procurement and Construction (EPC) effort involved in the expansion or creation of a new or revamped CAPEX process (chemical or manufacturing facility) journeys from initial idea to execution and final handover. the effort involves most of the following work stages / steps. site visit and evaluations. Construction / Field erection and installation(C). management can focus on remedies to improve that specific failing metric. product(s). equipment setting (millwright work). the focus of this section is to drill down deeper than the ratio and factor estimating methods described in Section A – 3. structural steel. • • • • • • • 1 .Expediting . Development of Front End engineering / concept reports including deliverables for final design. Benchmarking is the constant measurement of installation methods. it is a tool that can be used to detect major production and performance disparities both on the plus side and on the minus side. • Project Initiation (this could mean obtaining a project #. the reader will find numerous man-hour benchmarks for site works. Basically it is activity of refining ourselves by learning from the successes of others and considering our past failures. or service compared to those that are considered” best in class”: Benchmarking allows a company to recognize specifically where their performance standards / operations are relative to there competition. Validation (on pharmaceutical facilities) (V).SECTION A . Inspection NDT – X-raying / stamp requirements. Spheres. Crushers. 14. 15. Items to consider when estimating these major equipment items include: 1. this is a very rough method of estimating. external lifting points. Air Handlers. 6. Consider weather protection if item is stored in outside location i. internal elements. but better than nothing if you have no other details. Pumps. Crystallizers. 2. For installation man-hours review following data tables (5% . Transportation costs / freight / ocean freight / insurance costs. Blenders. Separators. seals and bolts. hemispherical or elliptical. Drums. 9.e. Estimate the cost of holding down bolts and grouting work. 8. 17. baffles. Does item need to be broken down for delivery to site. vessel internals. Do we need to pay any premiums for early delivery? 23. rail or air transportation) to jobsite. 22.Mills. go out for bid.10% of the ex works price is a starting point divided by $48 to determine man-hours for installation cost). Boilers. lay down area. is there any cost fluctuation clauses that could impact the purchase price. Compressors. Emulsifiers. Furnaces. Bins.50” – 2” and more in some situations. Bag Houses. Presses. how long will it take to design. Screens. 25. Classifiers. Size of major equipment (road. Welding – manual or automatic at fabrication shop or is field welding necessary. scaffolding.3) vendor prices if possible or determine weight and apply cost per pound or kg for the first initial Front End / conceptual estimating efforts. 7. Nozzles. Stress relieving requirements. 12. that needs to be added to the purchase price. 4. 11. fabricate and ship to site. Incinerators. Ladders and platforms make sure that these elements are covered in the estimate. Shell plate’s thickness can be 0. 3. purchase. Pressure / operating temperature. Extruders. Reactors. the thickness typically increases in increments of 1/16”. dished. Tanks. Fluidizers. legs and skirts. insulation clips. Fans.• • Manufacturing / on going operation activities. Jacketed Vessels. Gaskets. Evaporators. 20. 2 . manholes. Conveyors. 10. Heads can be flanged. Typical Major Equipment that will be utilized on a Process / Manufacturing Facility (This is a Partial List) are as follows: Air Dryers. Estimate the cost of removing any packing materials. Cooling Towers. Obtain (2. 21. trays. Do we need to estimate any refractory work? 24. Towers and Vessels. 18. Maintenance of the operating unit / facility. lay down areas. use values obtained in section C-1 for specific man-hours and pricing. What about vendor assistance. 16. Condensers. Filters. Material used in the fabrication process – type of steel / alloy. Steam jackets requirements. Agitators. Dryers. 5. Centrifuges. Scrubbers. Codes can be ASME or API or other. Delivery time. Hoppers. 19. 13. Consider cranes. internal supports. Coils. Blowers. Hammer. Heaters. 35 26 .5 24. The following table(s) reflect the average cost breakdown of a Chemical Facility / Process Plant – broken out by main categories.45 25 . Consider other issues.40 Boilers 250 HP and above Columns / Towers with trays Compressors Reciprocating Ditto Centrifugal Control valves DCS – i. this can also assist in forecasting future escalation and any monthly fluctuation clauses that are contained in a vendors quotation.18 5. this data should assist the reader in determining the mid-points for major equipment and subsequent installation.36 12 .36 16 .36 20 . together with a listing of lead times in weeks that a number of these major equipment items take to procure.24 12 .0 4-8 100.9 Percentage Range 18 .40 20 .20 25 . One of the more expensive elements to consider when installing a piece of Major Equipment is the cost associated with installing the internals and the lining up and aligning these internal elements.27 17 -26 19 .16 16 .9 21. TDC 3000 Electric Motors (250 – 500 HP) Furnace (cabin type) Hammer mill Heat Exchangers Instrumentation devices Pumps 200 GPM and above Reactors – high pressure Turbines Tanks (Floating Head) Transformers / Sub stations Spheres Vessels (Heavy wall) 3 . cranes and other lifting devices: Category Major Equipment (includes freight) Materials (Bulks / Engineered) Field Labor – including sub-contractors Field In directs / General Conditions Detailed Design / H O support / Procurement / PM (includes Owner Engineering) Includes all necessary design deliverables Construction Management Total Percentage Value 22. engineer and fabricate.36 20 . with the recent up tick in the refinery / process related construction and the recent damage to the Gulf coast region these delivery times could move out by 4 – 12 weeks.16 8 . such as currency fluctuations and inflation.e. the installation of major equipment is typically made up of millwright work and erection equipment i.40 24 .44 16 .7 13.0 Note: Typical delivery times associated with the (INP) .13 10 .Inquire / Negotiate & Purchase of Major Equipment items.e.32 8 .36 12 .26 20 .29 9 .26.3 11.40 10 . Major Equipment Category Inquire / Negotiate & Purchase (INP) in weeks and delivery to site: 20 .7 100. E. This front-end section of A .however these individuals are out there. to be successful today individuals working for chemical / process related organizations. materials of construction. the challenge is to find them and hire them and educate them to the organizations methods). together with an understanding of the accuracy of the capital cost estimate deliverables (it’s a tall order . both owner and EPC firms.e. Have a basic knowledge of chemistry / process manufacturing steps.e. As has been pointed out before. productivity. reimbursable contracts etc. it can range anywhere from 18% . than it does in the USA. area classification. ISBL and OSBL issues. this includes the following: • • • • • • • • • To compile a accurate capital cost estimate in a timely manner that conforms to the pre-established company estimating standards. i. GMP.business economics. plus a bunch of other issues that slows the EPC effort down. Contingency is included in above values.E. lumber. Have appreciation of EPC construction related costs and how the global economy can impact these costs. Cost Estimators should become cognizant with the issue and factors and what impact they will have on projects they are involved with.70% more time to build a manufacturing facility or plant in S. And last but not least have a general business acumen / an understanding of the organizations business cycle / process.e. 4 . and have an awareness of the differing project delivery methods. Asian markets: Price spikes related to material / commodities demand and shortages (copper. (continuous or batch process) Have an understanding of civil / structural / construction methods / engineering considerations and needs.4 will focus on the major equipment element which as can be seen is in the order of 23% of the cost typical chemical facility. and oil related products). should be able to coalesce a number engineering and basic business disciplines. The same situation with mechanical engineering and instrumentation / controls systems. Have a basic knowledge electrical engineering issues i. why. Asia: (this trend is continuing). bureaucratic red tape a lack of basic infrastructure. CAPEX projects moving to S.Note: The percentages shown above are appropriate to Inside Battery Limits (ISBL work) – Outside Battery Limits (OSBL scope / work) is not included in above values. Asia. Have an awareness of different types of capital cost estimates. lump sump.E. they should have an appreciation of the changes that are happening in the Process / Manufacturing industries and the impact these changes are having on costs and schedules.27%. steel. glass products. Have a basic understanding of piping systems. Cost Estimators / Engineers to be successful should be aware of the manufacturing “global” competition. these issues include the following: • • • • Such as material and labor shortages and deliveries of major equipment taking 20% -40% longer due to the demand of these items in China and other S. It takes almost 50% . plywood.big picture. i. glass. this gets more complicated when discussing this in the context of building new facilities in this industry. panel boards enclosures and fittings. pumps and agitators and mixers are required in these facilities (perhaps 20 – 30% of the major equipment could be considered rotating equipment). pressing.heating. adjustable speed drives. There are most probably others that have not been mentioned. hammering. (4) Food Processing (Dairies & Bakeries) Beverage (Soft drinks and beer production). note some of these action in (3) are done by gravity – gravity feed .e. These “Process / Chemical Industry” facilities – production plants utilize equipment (many times referred to as Major Equipment (M. blending. grinding. mixing. In 5 . hoppers. or it is an Oil & Gas project. push buttons and control stations.e. silo’s this could also include dispensing and possibly packaging equipment etc. the best way forward is to refer to them all as Process – Manufacturing type projects. typically a fair amount of rotating equipment i. this type of major equipment is used to raise or lower temperatures (under pressure many times) during the chemical reaction phase of the manufacturing step and (3) Static fixed / inert equipment..e. storing . including all rotating equipment. i.e. transformers. variable speed drives and a host of other systems to long to describe in detail all of these systems will need to be estimated and accounted for in the estimating effort. servo and non-servo robotic systems. electrical cable. embraces the following major business sectors / industry nomenclature. or it is a Petro-Chemical project.conveying powders. (bins.E.typically are the most intricate and expensive to procure. (they mean the same thing to the lay person) that many times overlap each other and basically refer to the same industry sectors. agitators and turbines and etc. the names bandied around when discussing this is that it is a Industrial project. programmable logic controllers (PLC’s).The majority of process equipment / major equipment can be classified into three main categories (1) Rotating equipment / electro–mechanical such as compressors. Gas and Nuclear facilities). cement. columns / towers (with various trays). (2) Heat Transfer – Pressure Vessels (equipment items with a fair amount of internal elements / components that need to be aligned and hooked-up to fine tolerances) category of major equipment – typically consisting of heat exchangers. pumps. plastics production. various bushings. detergents. fluids and gases. compacting. or even longer to engineer and fabricate).) that carries out the following actions . Some of the most prominent sectors include (1) Petroleum / Gas Production / Refineries. paint. signaling devices / equipments. regular and explosion proof conduit.. paper manufacturing. man-made fibers and various automotive components).rather than performing the actual chemical / process reaction / manufacturing step. instrumentation devices. transporting / moving and pumping . various power & lighting systems. other electro – mechanical items that fall within the above (3) categories include utility equipment. reactors. these major equipment type items are typically long lead items (they could take anywhere from 2 – 12 months. pressure vessels.). toner. i. many of the operations / functions carried out are supporting / supplementing. drying.on the whole. conveying. (2) Pharmaceutical / Fine Chemicals / Consumer Products (3) Power Generation (Oil.as it is many times described.rotating equipment . motor control centers (MCC). (5) Manufacturing (i. conduits and fittings. cooling.The term “Process / Chemical Industry” or “Manufacturing / Industrial / Chemical Production” sector . pneumatics. mechanical / piping systems. (6) R&D Facilities – Pilot Plants – Animal Testing / Research Facilities etc. it’s hard to have a collective name for all these project types. (7) Steel Mills & Rolling Mills and (8) Automobile Production – this one could fall into # 5 above. this type of major equipment . brake motors. storage tanks. major equipment items that are driven primarily by an electric motor(s) or steam turbines(s) etc. Inconnel. commissioning / validation activities. The above three categories of major equipment are perhaps more often than not fabricated and constructed out of Carbon Steel (research has indicated that perhaps 40 – 70% of Process Equipment / Major Equipment is specified / called out to be Carbon Steel) the remaining Process Equipment / Major Equipment is made out of various costly types of “exotic” metals and special alloys. initial chemical charging. clean up of any packing materials. • • • • • • • Activators (B) / Agitators (A) / Air Dryers (B) / Air Handlers (B) Bag house (B) / Blenders (B) / Bins (B) / Boilers (C) Centrifuges (B) / Chlorine Evaporators (B) / Columns (B) Compressors (B) / Condensers (B) / Conveyors (C) Crusher (B) Crystallizers (B) Dearators (B) / Drums (A) / Dryers (B) Emulsifiers (B) / Electrical Switch Gear (B) / Evaporators (B) Extruders (B) Filters (B) / Presses (B) / Furnaces (C) 6 . items that may need to be included or excluded are: labor and material for foundations (concrete and excavation) and structural steel / brackets.E. Monel. historical cost data collected in the 1970’s and 1980’s is no longer valid due to this specific situation. such as Stainless Steel (304. testing and NDT work. sleeves and jumpers / final balancing and adjusting finished systems. these systems are growing in there use and application. or Hastaloy to name but a few. (B) and (C) is described below. the (M. shims.) / Chemical / Manufacturing facility major equipment is fundamentally all the components that are utilized in the above mentioned industries / business sectors. and subsequent final hook up.e.tarpaulins. factory witness testing and any acceptance testing and operational tests. the instrumentation account values have grown by as much as 40% .order to play a significant part in the capital cost estimating effort specific to of process / major equipment the estimator / cost engineer should have an understanding to the extent and details of the required detail / engineering design and the equipment selection criteria. Process plants / chemical plants / manufacturing facilities in the last decade have become much more sophisticated in how they are operated. aligning and leveling items. vendor start up assistance. use of come along’s / chains & pullies. conduit and hookups. “grogg” type chemicals and any scaffolding and hoisting needs. equipment supports / brackets. Aluminum. 316. 304 L or 316 L). core drilling and grouting of equipment / utility piping systems. a description of (A). hardcore (hard standings) / temporary staging areas. i. barricades and OSHA safety measures. together with dedicated control systems such as TDC 3000 and Delta V to name but two). equipment identification / stenciling & subsequent tagging. H D bolts (anchors). cooling liquids.) major equipment includes items such as the following together with the “judgment” percentage to set the particular piece of major equipment described below. electrical cable. i.e. engineer / design. fabricate and deliver / transport to job site for subsequent erection and installation into the new facility. as has previously mentioned these major equipment items usually take weeks or months to procure. with the use of highly complex computerized control systems (PLC’s).80% due to the use of these control systems. they should have more than a basic awareness of some of the above three categories and following stated issues. costs associated with the use of construction rental or owned equipment. this trend will continue in the next couple of decades. equipment and piping passivation and cleaning (pickling). Cost items to consider when estimating major equipment installation include: Pick up at lay down area / temporary weather protection . Major Equipment (M. remember there could be a need for a full time hoist operator on union projects.E. E.14% note if you add the cost of the crane to this calculation the percentage would increase. leveling. valves.E. Typical break-downs of the major cost elements cost models of a Chemical / Process Plant are indicated on the next couple of pages.E.E. structural steel. grouting and testing.088 $98. Items or topics that the estimator / cost engineer needs to consider and be 7 .088 = 3. needing additional setting and requiring internal work and aligning work hours 5% -10% of M. setting. storing. (B)= Mid sized pieces of M.• • • • • Hammer Mills (B) / Heaters (C) / Heat Exchangers (C) Instrument and process control equipment (B) Reactors (C) / Pressure vessels (B) / Pumps & Motors (B) Size reduction and separation equipment (B) / Scrubbers (B) Steam Turbines (C) Tanks (A) / Towers (B) / Valves (motor controlled) (B) / Vessels (B) (A) = Large / static pieces of M. etc. total weight 25 ton Purchase price delivered to site = $98.E. the commodities / bulk materials required will be described in the following sections.) 2005 Cost basis: Labor / Other Foreman Millwright Millwright Millwright Millwright Millwright Equipment Operator Chains / cables Miscellaneous l shims / rags / grease Flatbed trailer Tractor Total Hours 6 6 6 6 6 6 6 1 day LS Unit Cost $55 $52 $52 $52 $52 $52 $48 $200 $350 Total 330 312 312 312 312 312 288 200 350 6 6 $25 $35 150 210 $3. platforms. piping. cost will provide a man hour budget for setting the M. needing relatively minimal setting hours (and minimal internal setting and aligning) 3% -7% of M. lifting. All major equipment items need foundations. The hours for installing major equipment typically include all the activities related to receiving.345 Labor and construction equipment to install (lift into it’s final location and set and align internals. cost. moving to field location. welding. (C)= Complex pieces of M.E.E. insulation.345 divided by $3. does not include piping or E&I. aligning. requiring a fair amount of assembly and setting / internal aligning hours 7% -14% of M. etc. Example of a calculation to determine the cost and percentage value of installing a Reactor: 20 ton Reactor (with internals 5 ton). cost divided by $50 / hour will provide a man hour budget for setting the M. bolting. painting.E. excludes heavy lift crane. electrical services. hopefully this data will give the reader an appreciation of how large an element of a capital cost estimate the major equipment really represents. If the total cost of chemical / process plant is 100%. benchmarking and auditing all types of capital cost estimates and project execution plans. Any performance / witness testing. electrical insulation etc) typically range between 3% and 14% of the Major. The assortment of data includes the following: 1. ocean freight or air freight). millwright related activities (excludes civil. cranes and other lifting devices are not included in this method.E. in place.2. Possible currency considerations for items being imported. in-house estimate or based on a quote (potential for scope creep / future pricing increase due to situations were nozzles / baffles / bracket locations are not fully known) Long lead time in the fabrication and delivery of complicated pieces of major equipment. To determine the setting hours for these items of major equipment mentioned above divide the setting value by $50 / hour. Setting M. M.5 % of ex works value of M.5 % of ex works value of M.E.: Overseas freight typically 7% . These values are the average of 10 small. Warranty issues.E. piping. This values / percentages can vary by as much as plus or minus 10% due to the specific situation encountered. ex works value.E. Cash flow / Special payment terms.Equipment (ex-works value): Spare parts (5% of rotating equipment and 1% . SETTING AND SPARE PARTS COST Freight Costs North American domestic 3% . Insurance issues / Special QA / QC requirements. medium and large facilities constructed in North America in the last seven years and cover a wide assortment of new / grassroots process chemical / refinery plants. structural. • • • • • • • • • • Pricing basis. Required documentation O-M manuals etc / Spare parts. Vendor assistance in the start up of complex items of equipment. 2. Summary and overall project capital cost breakdown refer to Table A 3 1 Historical refinery / process related project cost breakdowns ditto 8 .5% of the M.2% of heat transfer and static equipment) typically cost 1% . An additional break down of major equipment / process equipment and support systems is indicated below GENERAL BENCHMARKING / COST ESTIMATING DATA This section of this chapter encompasses general data / “rules of thumb” for preparing.E.10% of Major Equipment ex works value. consider import duties if applicable.: Freight Costs European domestic 3% . Revamps and upgrade projects do not fall into the above ranges. Transportation costs and logistics (wide loads. a characteristic breakdown of other major equipment specific items MAJOR EQUIPMENT / PROCESS EQUIPMENT TYPICAL BREAKDOWN RANGE OF FREIGHT.aware of when considering the major equipment elements of the capital cost estimate should include. on a sub-contractor basis. execution plans. or the approximate number of EPC home office staff required to get the work effort completed.058 = 523 man-hours 86 M.109.O.C.109.3. From Table (5). 4. The cost breakdown covers the following major categories.000 value or are included in the $69 / hour billing rate. By a further analysis / hypothesis assume that the Outside Engineering all-in cost (billing rate) is $69 / hour. 7. staff (average) 8 Months x 173 m h’s / month This number would need to peak at possibly 50 – 65 at the mid-point of the detailed design effort.000 = 45. 10. When only a total installed cost (T.C. home office staffing or field man-power levels. this breakdown can be valuable in providing overall basic data points for a rapid evaluation of engineering.O.6 EPC H. 6. man-hours = $3.109.3. computers etc. Representative cost and man-hour breakdowns can be useful in reviewing current estimates or considering and reflecting on historical norms. Outside Engineering / Design firm is 10.) value is known. reviewing claims and potential cost over-under runs. 8. therefore we can calculate the total number of engineering man-hours is as follows. The listing indicated is an overall breakdown of project costs. Consideration should be given to the fact that specific cost items such as CAD machines. items 9 . 9. the data is based on historical data for “process” type projects built in North America described earlier and shown on table A. during the period 1995-2001.000.I.058 = 32. cost of $35.E. items = 45. we could determine the peak manpower level.1. Historical home office (EPC engineering firm) man-hour breakdown Bulk Material cost breakdown Construction man-hour and craft breakdowns Major Equipment Costs Construction in-directs breakdown and percentage refer to A 3 1 Engineering benchmarking standards Various Conceptual construction installation units Various Conceptual construction material unit costs This above mentioned data can offer guidance in reviewing / auditing scopes of work. • The number of detailed design hours per M. • Number of engineering man-hours = 45.E. 5.I. • • • • • Major Equipment Materials (Bulks / Commodities) Labor Costs Detailed Engineering and Procurement Activities (EPC Data) Indirect Cost Elements The capital project summary indicated in Section A 3 Table (5) has an estimated overall T. • Number of EPC H.23% or $3.689 million.058 $69 If we knew that the engineering effort was needed to be complete in eight months. are included in $3. procurement and construction efforts that were / or will be required. TX. we can establish a number of front end reporting tools to allow management to make some key decisions. AL in the north and south to say Corpus Christi. The reports could include: A scope of work.E. items * This number could peak at 125 – 140 during the mid point of the construction effort.000 the hourly rate for this activity is $59 per hour.00 1.10 . engineering.000 the direct field cost hourly rate is $36 / hr.000 = 226.1.5 individuals. Utilizing historical benchmark relationships. • Number of field man-hours = $8.00 1.860 man-hours divided by a 14 month construction effort at 170 man-hours per month would indicate that the average number of Construction management staff would average out to be 7.000 = 2.00 10 Union 1. (5). Following on in the same vain the procurement effort is valued at $173. • Number of field workers m h’ s = 226. we could determine the average manpower level.15 1.50 which is the all-in rate for Construction Management effort we would come up with 17.5 procurement personnel involved with the procurement / buy out effort.142.1.170. the procurement effort would typically take 5 months to complete. the term Gulf Coast productivity is well known and understood term in the construction industry): State Alabama Alaska Arizona (Phoenix / Tucson) Arizona Open Shop / Non-Union 1. progress measurement / progress tools and cash call / expenditure and commitment reports USA Productivity Factors (versus Gulf Coast): The normal approach of comparing “process / refinery / manufacturing” construction productivity is to compare various locations around the USA to a known basis or benchmark of 1.166 = 2.3. item = 226. an appropriation budget (AFE estimate).00 or 100 for Texas Gulf Coast (open shop labor working from say Mobile. .10 . which could be another 20 – 35% more hours.000 if we divide this value by $65.15 1. direct field labor costs are $8. The value of Construction Management is $1.142.930 hours divided by 5 moths divided by 166 man-hours per month would equal 3. front end loading / schedules / project milestone schedules (30 – 90 – 180 day look ahead schedule). so $59 divided into $173.166 man hours $36 / hour If we knew that the construction effort was planned too be completed in fourteen months.25 – 1. field labor needs.E.15 1.10 .35 1. or the approximate number of construction workers required too complete the work effort. this also excludes field indirect support.From the table A.10 – 1.630 man-hours 86 M.166 = 93* field workers 14 months x 173 m h’ s / month • The number of field man-hours per M.because there is so much historical cost data that has been collected over the last 20 – 30 years. procurement and construction work packages. 10 .1.05 1.1.15 1.05 .15 1.10 .00 1.05 1.10 – 1.10 .1.05 .15 1.1.15 11 .05 1.10 .05 .10 .00 1.15 1.1.20 1.10 1.20 1.15 1.05 – 1.1.10 1.10 – 1.1.00 .10 .20 1.10 .05 1.20 .10 .15 1.10 1.1.20 – 1.10 1.15 1.1.00 – 1.20 1.10 .05 1.25 1.05 1.10 1.00 – 1.10 1.1.10 – 1.15 1.20 1.1.1.1.15 1.1.00 .40 1.1.00 .05 .05 .25 1.10 .10 – 1.05 – 1.1.30 – 1.10 1.1.1.00 1.1.10 1.10 .15 1.10 .20 1.05 1.00 1.20 – 1.15 1.1.10 .05 1.10 1.30 1.15 1.10 1.20 1.15 1.10 – 1.05 1.20 1.05 1.15 1.20 1.30 1.15 .00 – 1.1.05 1.15 1.1.10 .15 1.10 .15 1.30 1.10 1.1.10 1.10 .00 1.05 – 1.05 .30 1.1.10 1.10 1.15 1.15 1.20 – 1.05 1.10 .1.10 .1.Arkansas California (LA / Long Beach / SF / SD / SJ) California Colorado (Denver) Colorado Connecticut Delaware Florida (Jacksonville / Miami / Orlando / St P ) Florida Georgia (Atlanta) Georgia Hawaii Idaho Illinois (Chicago) Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland (Baltimore) Maryland Massachusetts (Boston) Massachusetts Michigan (Detroit) Michigan Minnesota (Minneapolis – St Paul) Minnesota Mississippi Missouri (St Louis) Missouri Montana Nebraska Nevada (LV / Reno) Nevada New Hampshire New Jersey (Newark / Northern) New Jersey New Mexico New York City New York North Carolina North Dakota 1.20 .1.1.20 .15 1.20 1.25 1.10 1.20 1.1.30 1.05 1.1.05 1.15 1.1.1.00 – 1.1.05 .30 1.15 1.00 1.1.1.10 1.30 1.90 .15 1.10 1.10 .05 0.10 .05 1.00 – 1.10 1.1.15 1.05 – 1.05 1.10 . 05 0.30 1.15 1.1.05 1.e.10 .00 .10 .05 1.05 1.Ohio (Cleveland) Ohio Oklahoma Oregon Pennsylvania (Philadelphia / Pittsburgh) Pennsylvania Puerto Rico Rhode Island South Carolina South Dakota Tennessee Texas (Dallas / Houston) Texas (Gulf Coast) .1.50 – 2.20 1.15 1.90 .05 1.15 1.05 1. Beaumont.1.10 1.15 1.05 .1.15 (typically all work is completed on open shop basis) 1.15 12 .10 .05 1.05 .15 1.05 – 1.05 1.1.00 1.30 1.05 1.95) Utah Vermont Virginia (Washington D.1.10 – 1.90 1.10 .15 1.05 1.1.05 1.1.15 1.10 .05 1.10 1.10 1.00 1.Base Case this includes Gulfport.1.20 .00 . Lake Charles.00 .15 1.90 – 1. New Iberia.1. Baytown. large projects with a lot of repeat / similar work activities: productivity could be 0.1.15 1.20 1.10 1.1.15 1.60 – 1.15 1.00 1.) Virginia Washington West Virginia Wisconsin Wyoming 1.1.20 – 1. Baton Rouge. Texas City and Victoria: (Note: in certain cases i.10 .05 .15 1.00 say an average of 0.15 – 1.1.1.10 . Port Arthur.15 1.C.15 1.20 1.05 1. F & 7.0 CY & 2.12 .25 M3 12 . hours per CY / M3 Hand excavation (Loose non stiff). piping (2”) hours Fabricate & erect C.9 – 4.000 per ton Structural steel erection hours 8 .24 CY & 15. hours per CY / M3 Ditto stiff / hard material.5 CY & 1.25 CY & 2.5 hrs: $57.500 per ton.0 / L. 2.25 .25 / ton * In major cities such as New York.2.$95 / Hour 5% .7 – 31 M3 0.0 .84 M.$75 / hour 600 –1200 (aver 700) 40 .3.0 CY & 2.200 hours / ton 150 .6 M3 2.3.6 – 6.14 / MH per LF & 0.3.6.9.75 $58 .4 .$115 / hour $47 .87 .0.5 . formwork / Rebar / installation etc.S. piping (6”) hours Fabricate pipe offsite Erect piping (2” and above) Average Fabricate & erect 4” dia production weld (sch 160) 6” ditto Average cost per pound / kg to fabricate and erect piping system based on Average cost $12.16 / MH per LF & 0.2 .0 per pound and $15. hours per CY / M3 Machine excavation.0 .$135 / hour $65 – $135 / hour $65 .F & 4.) Hours per CY / M3 1” dia conduit 2” ditto Bricks (800 – 1.45 M 0.26 – 0.3 – 3.52 M 500 .39 .750 per day 1.$115 / hour $65 .1 .85 / L.100 13 .5.loose / rippable. This data applies to mid sized “process / chemical related” projects executed in the last 10 years specific to North American applications.1 M.75 . Procurement and Construction (EPC) Benchmarking Data: The subsequent dollar and man-hour values are typical benchmarking guides for future estimating / auditing estimates.0 – 2.00 kg $17. hours per CY / M3 Concrete foundations (inc.$80*/ Hour $37 .0. Chicago Philadelphia and Los Angeles etc this union hourly rate ranges between $75 and $91: Engineering / Home Office Costs / Data: Function / General Data Project Manager Architect Civil Engineer Home office engineer Estimator Designer Man-hours per item of major equipment Man hours per PFD Cost / Man-hour Units $65 .0.50 hrs: 2.4 CY & 0.25 .0.$64 / Hour 0.S.000 per day is considered a good production rate) Fabricate & erect C.3 M3 2.200 hours / ton 2.2.40 hours / ton 100 .$115 / hour $65 .1.0.45 .5 M3 1. excavation.5 M3 0.2.14 . Major Construction Activities Field labor union skilled worker Ditto non union For unskilled application multiply by Construction Manager / Clerk of the Works Demolition Rock excavation .35% of the cost of new work 1. hours per CY / M3 Ditto needing jackhammers. 20 .500 - $48 . average $15.0 .Engineering. $50 / hour $43 .50 60 –100 4 – 8 / hours For additional data specific to installation man-hour units refer to later chapters. Piping labor as percent of pipe material Indirect cost as percent D. 10 11 12 13 14 14 Normal Range 2 – 5% 5 – 12% 20-50% 20-30% 40-125% 70-125% 10-55% 3. (I.C.L) Piping material as percent M. Spare Parts 17 Spare parts as percent of D.S.$91 / hour 4 . (I. CAD machine bill out rate Procurement / Contract / Project Control Procurement / Contracts Engineer Project Control Engineer Man-hours per material inquiry / requisition Man-hours per purchase order Man-hours per contract Inspection of M.$86 / hour $43 .L.L) Electrical labor as a percentage of M. this data applies to new / green field construction applications.B.L.0 – 5.L.B.S. 15 16 Instrument material as percent M.E.E.L) Insulation work as a percentage of M.B.B. 15-20% 7 – 12% 10 – 20% 3 – 5% 4 – 9% 0.S.25% 0. Multiplier to T.L.50 (Typical average 4.B.5% .1 – 1.5 – 2% 5% to 7.L) Buildings / Structures as a percentage of M. A. item 250 -500 100 –200 4/6 $21 .S.00) Refer to Benchmark Data.L. this data can be used as a data source to calibrate / compare specific key elements of a process related project. Number 1 2 3 4 5 6 7 8 9 Ratios & Percentages Site Works as a percentage of M.I.15 – 2. (I.I.E.E.C. Scaffolding as percent of D.E.Man-hours per P.B.12 30 . & I.E.S.L) Labor as percent of T.E.L. Man hours per ISO.E. (I.L) Field Establishment as a percentage of field in-directs Small tools / consumables as percent of D.E. Piping labor as percent D.S.5% of major equipment on complex process facilities 0.S.D: Man-hours per plot plan / G. (I. Typical M.B. ESTIMATE ASSESSMENT SHEET / RATIO ANALYSIS The following capital cost estimate review sheet sets the ranges minimum and maximum for various activities. (I.) Electrical work as a percentage of M. (I. ) total installed cost (D. If multiplier is smaller / or greater than 3.L.B.25 – 3.I.) value.L. Off sites.) inside battery limits (M. Field supervision as percent D.I.) major equipment (T.B.5% 22 23 24 25 26 27 28 29 30 31 32 33 34 Overtime / shift work as a percentage of D.I.1 –0 25% 8-17% 5-15% 12-20% 3 .500 .L.7.L) Vendor assistance as percent of D.L.5% to 5% of major equipment on complex process facilities 0. for more detailed estimating units refer to Section B-4. CM cost as percentage of T.S. average $15.5% of major equipment 20 Operator Training 21 Royalties as a percentage of M. Home office engineering as percent T.$17.L.9% 1.18 Freight 3% to 5% of major equipment cost. 19 Operator Training 0.I.C.4.L.S. needs to be considered as a separate issue.50 a more in depth review should take place: 0 – 10% 2 – 6% on pass through value: 20 – 40 hours / ton 100 – 200 hours / ton Average cost $12.C.500 per ton.S.0% 5 .E. 2.L Construction Management Fee Fabricate pipe offsite Erect piping (2” and above) Average cost per ton to fabricate and erect piping system 0.0 – 5. Construction fee as percent T. Construction fee as percent D.E.25 . Construction equipment as percent D. (I.C. 15 .C.L.5% to 2.) direct labor The following data / tables are a variety of man hour production units for various construction trades that can assist an estimator / cost engineer in compiling both conceptual and detailed cost estimates.000 per ton (I.5% If limited / or no scope or data is available use 15-70% of the (I.B. Remove insulation. Mobilize to EPC / detail design office. Lead paint removal. Obtain permits (local and state). Licensor initial PFD / concept report. gas and electricity). Provide any temporary utilities (water. Develop construction equipment requirements and associated operating and maintenance costs. Asbestos abatement / removal. (Remove any working M. Provide brass ally / construction parking lots / lay down storage areas. Install temporary roads and subsequent maintenance. Provide and maintain site offices. obtain full or partial approval to proceed with project. (Note: some of the items are listed below). Tank / piping cleaning activities.E. Provide safety staff and trailer facilities. Removal of contaminated / hazardous soil material. Removal of underground utilities / foundations / obstructions. together with protection of completed work. and warehousing facilities. prepare for hot-taps and complete temporary tie-ins. Provide warehousing staff and trailer facilities. 16 . Compile AFE funding request (estimate). Shutdowns decommission / mothball obsolete facilities. Mobilize to site. Provide construction management staff and trailer facilities. Completion of PCA report / outside consultant. Develop Division 1 / Preliminaries budget. to other company facilities). Provide medical staff and trailer facilities. Establish concrete batching facility if required.FRONT END / SITE ISSUES: Checklist of Front End / Division 1 items that need to evaluated and included in Cost estimate: Check-list of Front End Estimating / Site Management Issues * (budgets that need to be established) Front End Miscellaneous Costing Studies. Completion of Front End Engineering Report. Tank / piping sludge disposal. Shutdown and drain all process / utility piping systems. trailer. Remove any standing water / de-water any foundations and any snow removal. Subsequent disposal of hazardous soil with necessary documentation. Protection of existing buildings / facilities and services during demolition activities. toxic materials 11. Provide site office furniture and site computer network. wind etc. photographs and video’s were possible. low-end specifications. 13. single. PCB’s. (Soils. low.Provide security and trailer facilities. Provide site office supplies and consumables. Quality of work. mark up drawings. medium or high output. bricks. Phasing issues. Provide testing staff and trailer facilities. Provide I/C programming. shift work and possible weekend work schedule. Provide adequate builders all risk / sub guard / project wrap-up insurance. 6. Credit values / income from scrap / salvage of demolished equipment / materials may appreciably lessen the demolition costs (on some 17 . Material handling logistics / storage off-loading limitations. 8. 12. Overtime. high or medium specifications. welding. contaminated ground. Obtain necessary O/M manuals and warrantees. 14. various or multiple. Labor and construction equipment limitations due to small / confined work areas. production areas. Cutting and making good to current construction features / materials and equipment. Dust / debris and noise protection / temporary screens. factories and process facilities. Temporary bracing and support of future and present work areas. 10. requiring special work permits / approvals. Obtain plant assistance for commissioning and start-up sequencing. sketches. utilize site visits. * Excludes Engineering / Detailed design and Procurement DEMOLITION / REVAMP / UPGRADE WORK Demolition / Revamp / Upgrade Factors and Main Points to consider: 1. Demolition / Revamp / Upgrade work is difficult and an intricate item to estimate the cost of. Work inside ongoing operations such as offices. 9. and NDT). stores. 2. Weather protection.: lead paint and asbestos materials. snow. Removal of hazardous materials. Productivity. 5. Provide necessary spares parts. Small quantities of material. 3. rain. Provide commissioning / start-up materials / initial fill. pipe and steel are typically more expensive than standard shipments. concrete. considerable amount of manual / handwork could be required. time and again the best estimates / efforts values are attained by having either a cost estimator or qualified field personnel review the demolition / revamp / upgrade scope of work at the site and have them produce a take off listing of items / quantities to be demolished / revamped / upgraded. 7. Provide vendor assistance services. 4. PCB’s. what method will be used to cut or burn through this rebar. fixtures. spread footings. square feet. walls. • Establish the quantities of demolition / revamp work. is it on grade or elevated. The hazardous material aspects / environmental facets of demolition / revamp work should be considered. air locks are considered necessary to be erected during demo / upgrade. structural steel. windows.e. electrical equipment and various piping materials are part of the scope of work to be demolished. cubic yards or square yards of concrete for slabs on grade. copper). This is the case if sizeable amounts of alloy metals (stainless steel 304 and 316. etc. and the disposal methods. saw cutting. grade beams and isolated foundations to be demolished or upgraded. what about safety measures (Scott air packs special safety measures). bricks.e. elevated floor areas. jackhammers. i. doors. railcar or barge. underground rock. cast iron. top floor.. roads. will blowers and venting equipment be required. that is to be demolished / or to be upgraded. i. copper flashing. Scope out and establish if any demolished materials can be refurbished / reused. near in use highways (what about traffic control measures). sheet metal. brass. i.occasions it may be cost effective to demolish a facility). Make a note of if needle and pinning or shoring is needed to support demolition / revamp work. underground services etc. consider disposal methods / tipping fees / disposal distance. specialized sub contractors and construction equipment and any federal or state required documentation. Resolve if any 18 . aluminum. flooring systems / tiles etc. carbon steel. Determine if the concrete is reinforced or non-reinforced (plain). cubic yards. pedestrian traffic or close to a processing / manufacturing activity operating machinery / equipment. does this need to be removed. asbestos. Establish and measure the quantity in items. exterior closure and roofing systems. explosives D8 ripper. hazardous materials. contaminated soil and on site or off site removal dumping / disposal costs for disposal of demolished / scrap material must also be considered and estimated. what is required to encapsulate and remove this material. Demolition / Revamp / Upgrade of Structural Steel / Ductwork / Miscellaneous Metals: • Ascertain if any of the steel is fireproofed / sprayed on. toxic chemicals. Compile detailed scope of work / listing of facilities. lead paint. credit values also should be evaluated. Scope out and make a checklist and or complete take off description of all the facility / building items of demolition / removal / upgrade. lineal feet etc. copper roofing / cable. Measure quantities of wall systems. tons. roofing (lead or copper) etc. roofing systems. Establish if it going to be a manual operation (sledge hammers and pick axes) or can a headache ball / arrow breaker or can be used.. utilities.. visqueen screens or enclosures.. • Resolve if temporary noise / dust barriers. Demolition / Revamp / Upgrade of Site Work / Concrete / Buildings: • Be aware if demolition is in a restricted area. is any asbestos material contained within the fireproofing material. truck. stone. floors. what other means of demolition will be utilized. slab on grade. paving. pile caps. west wing.e. or reused. and cable trays are to be demolished or left in place (determine if local building code officials allow this situation) or are to be refurbished and or reused. 19 . Find out disposal methods. what about latest building codes. i.. Determine if any major equipment will be refurbished and or reused or sold. contain chemicals such as glycol / PCB’s. platforms and grating in square feet and ladders / handrails in linear feet (LF). can any of the systems be reused. structural steel.. measure length (LF) by diameter / spec / wall thickness of pipe to be removed. blowers. trays. Quantify and estimate the cost of removal. Can the demolished pipe / fittings / valves be re-used or sold as salvage. do piping systems need to be passivated prior to removal. floor joists. Document if existing equipment is to be reused. Buildings: Estimate the building on a square foot basis and then multiply by 0. etc. refurbishment. cooling mediums. metal decking (SF). what about latest building codes. drums. and location within the plant of major equipment. Confirm place of disposal of major equipment. can any main headers be reused. handrails.25 for an approximate estimate value. the same situation needs to be completed for the painting and insulation systems. reuse or sale / salvage or electrical equipment and or materials. Describe removal and disposal methods. Resolve if piping systems are to be demolished. hazardous or toxic materials. count number of heads (how many will be remove how many will stay). transformers panels. Estimate and allow for testing of asbestos in fireproofing and insulation materials. etc. can any existing material be reused. weight and location in plant of sub stations. establish which equipment / systems that can be reused. switchgear. refurbished. Quantify fire protection / sprinkler demolition / upgrade requirements. what about the insulation material. tanks or silos.. Scope out and perform take-off and establish number of items or length / dimensions. is to be reused.e. salvage costs from third party vendors / haulers. in particular towers. dimensions. conduit. Estimate and allow for testing of asbestos / lead paint on the pipe and in the insulation if encountered. Resolve if control wiring. motor control centers. number of pieces. can be salvaged and recycled. lifting weight. compressors. does the existing systems need to be refurbished. or left in place. demolished or left in place. estimate for any extraordinary dumping necessities of hazardous materials.e. estimate for remedial action if required. number of pieces. Determine pounds of ductwork to be removed or revamped.demolished materials. motors etc that are to removed and confirm if cables. platform features etc. heat exchangers. Determine if any special cranes / lifting equipment is required. vessels. i. • Determine the quantity of structural steel in pounds / tons. disposal and associated costs need to be established. When demolition is needed. Establish if sub stations / transformers. columns / towers. • Resolve if any special passivation / cleaning needs of major equipment / mechanical equipment. agitators. heaters. pressure vessels. Can any existing material be upgraded? Demolition / Revamp of Major Equipment / Mechanical Equipment / Piping Systems / Electrical / Instrumentation / Fire Protection / Painting / Insulation: • Establish quantity. acids. does refurbishment of major equipment need to be estimated / established. mounting brackets. On the other hand use the following data to arrive at a man-hour budget: Pipe Diameter 2” and below 2” – 6” 6” – 12” Man hour per LF 0. Walks and Driveways: Removal and transportation of asphalt or concrete paving or sidewalks: This is based on loading and hauling to edge of site.35.$5. Structural Steel: To dismantle and remove Structural Steel: Determine the hours as if it was new work and multiply by a factor of 0.$7.25 – 0.5 MH per CY.40.4. of material to be dismantled is reasonable approach.15 – 0.40 –0. multiply MH ‘s indicated above by 0. etc. wiring. equipment.5 miles: Diameter. Piping Systems: To dismantle and remove piping use multiply by a factor 0.5 – 2. Concrete: To remove and load concrete foundations and walls 4 . estimate as new work and multiply by 0.33 Trees and Shrubs (hardwood): Remove trees / stumps and haul off surplus aver 1-2.50 hours per ton to demolish structural steel.6 MH per CY Slabs of Grade1.2 MH per 100 lb.50 – 7.. Alternatively use 2. Tree 0” to 9” 9” to 12” Height 10’ to 20’ 20’ to 30’ MH Each 6 10 20 Stump Removal / Blasting 1 MH 1. bulldozer or backhoe is used to push over trees for stacking and burning. fixtures. instrumentation.00 per SF for concrete / masonry buildings.5 miles: Diameter. Multiply cost of new installation of similar quality by a factor of 0. Alternatively 0. The factor does not consider any salvage.4 Trees and Shrubs (softwood): Remove trees / stumps and haul off surplus aver 1-2. Tree 0” to 9” 9” to 12” 12” to 18” 18” to 24” Height 10’ to 20’ 20’ to 30’ 30’ to 40’ over 50’ MH Each 4 8 10 16 Stump Removal by Hand 8/10 MH 10/12 MH 12/14 MH 16/18 MH If excavation machine. if pipe / valves / fittings are to be salvaged.5 MH .40 x cost of erection.40 0.00 . To dismantle and re-install multiply man-hours by 1.25 0.75 Electrical / Instrumentation: To dismantle and remove electrical conduit. 25 to $682.5 25.85 Man-hours per CY 0.3 Hand Excavation Excavation 2.5 7.10 Man-hours per sack 2.5 MH Clearing and Grubbing Shrubs: This item varies as to density of brush of debris to be cleared and type of equipment to be used. ETC.75 per Acre $341.25 to $1.8 21.548.6 CY man-hours per CY / 0.000 CY and above 4.12” to 18” 18” to 24” 30’ to 40’ over 50’ 12 24 2 MH 2.0 11.2 3.5 3.62 man-hours per M3 Backfill 0.05 hours / LF Drill & blast rock (loading with Front End Loader) 0 – 1. Previous experience.9 9.000 MACHINE & HAND BACKFILL: Typical for Sand. (excludes planking & strutting) Loading trucks by hand Trenches to 5’0” deep Foundations to 10’0” deep (1 lift) Foundations to 15’0” deep (2 lifts) Foundations to 20’0” deep (3 lifts) Backfill by hand.5 27.0 46.0 3.65 Man-hours per CY 0.5 71.0 man-hours per CY / 2.0 6.5 16.5 5.70 Man-hours per CY 0.50 Man-hours per 1.80 man-hours per M3 OFF LOADING MATERIALS BY HAND: Sand from trucks Gravel / stone from trucks Crushed rock / crusher run from trucks Cement (sacked) from trucks Bricks per 1.5 22. Light Work Medium Work Heavy Work $78.5 51.0 68. Loose Soil and Stone / Gravel Dozer 200 HP / Backhoe 100 HP 21 .9 42.75 per Acre Drilling for rock anchors 0.000 CY 1.5 26. based on sub-contracting this work: indicates values as follows.33 man hours / 10 CY EXCAVATING BY HAND UNITS.7 64.50 per Acre $ 551. no tamping 95% compaction Spread loose material by hand Hand tamping Man Hours per 10 Cubic Yard’s Heavy Soil Solid Clay Normal & or Soil Clay Solid Earth 13.10 man hours / 10 CY 3.0 23.0 12.000 0.5 24.75 to $414. 15 0.50 4.40 TOTAL 0. RIP RAP Placed by hand Placed by machine 17. loose earth in hand-throwing distance of stockpiles.10 0.5 man hours / 10 CY LOADING EXCAVATED MATERIAL FROM STOCKPILE: Front end Loader / Backhoe 100 HP WORK HOURS PER (10) CY ITEM OPERATOR 2. hand placing.55 7. with shovels. Clamshell labor units include the placement of materials from accessible stockpiles.10 0.00 0.33 0.5 CY bucket 1.25 CY bucket 0.30 0. 22 . Tamping by hand and pneumatic tamping units include the compacting of pre-spread materials in 6” layer lifts.5 man hours / 10 CY 11. sand and spreading units take account of. these materials from located stockpiles. Man-hours above for this type work are shown as laborer hours.80 Labor man-hour units are for loading excavated material from stockpile onto trucks for transportation onsite or offsite. The transfer of prestockpiled loose earth over an area: Stone. Hand place labor units contain.40 MAN-HOURS BANKSMAN / HELPER 0.85.15 0.20 0.35 0.50 3.50 NOTES: Man-hours do not take into consideration trucking or fine grading work.50 CY bucket 1.00 CY bucket 0.10 0.28 0. For quantities over 500 CY multiply above units by a factor of 0.500 CY multiply above units by 0.WORK HOURS Per 10 Cubic Yards Item Unit Total Bulldoze Loose Material Bulldoze Dense Material Compaction by Hand Pneumatic Compaction 1.0 CY bucket 1. For quantities over 1.20 0. refer to pertinent tables for these units.0 CY bucket 0.50 CY bucket 0.20 0.70 0. bucket Hand Place and Tamp 10 CY 10 CY 10 CY 10 CY 10 CY 10 CY 10 CY 10 CY 10 CY 0.25 C. If air tool operators are needed for this work substitute / alternate this effort for above laborer hours. placing by hand with shovels.35 0.34 0.80.40 0.Y.5 CY bucket 0. 58 0. For quantities over 1.500 SY multiply above units by 0.35 0. For quantities over 1.10 0.90.30 Work hours include necessary labor for operating and maintaining equipment for the above type of work.SITE GRADING: WORK HOURS PER (10) CY ITEM MAN-HOURS OPERATOR 9 -11 CY Capacity (Cat 613 c) Distance 500 feet (load & discharge into stockpile) Distance 1.F.30 0.85 HAND TRIM TRENCH BOTTOM WORK HOURS PER (10) L. COMPACTION OF BACKFILL AROUND ISOLATED FOUNDATIONS (to 95% of maximum density per 10 CY) 23 .000 LF multiply above units by 0. ITEM MAN-HOURS LABORERS Trim trench bottom for piping systems / with self propelled vibrator roller 4” to 10” Pipe 12” to 18” Pipe 20” to 36” Pipe 36” and greater 0. multiply above values by 0.000 feet ditto 0.15 Work hours include labor as required for the above-defined items.20 0. Work hours include small amount of hand trimming.Y.14 0.75 1.500 feet ditto Distance 5.20 0. Work hours do not include trench excavation or installation of pipes.85.00 Work hours are typical for ten (10) linear feet of trench.08 0.000 feet ditto Distance 1. COMPACT / TAMP/ FINE GRADE IMPORTED FILL WORK HOURS PER 10 SY ITEM Motor grader 911 Sheep’s foot / spiker Vibrating roller (self propelled) Fine Grade by hand Fine Grade by machine UNIT 10 SY 10 SY 10 SY 10 SY 10 SY TOTAL 0.65 0.28 0.000 C. For quantities over 5.500 feet ditto Distance 2. 25 CY bucket 1.50 $ Cost 732 8 hours x $42.500 C.10 0. multiply above units by 0.50 bucket Work hours include excavating and loading onto trucks.50 CY bucket 0. (Cat 225 / 235) SOIL TYPE Light Medium Heavy Rock (Rippable) Load with F.66 0.47 1.25 CY bucket 1.75 CY bucket 0. Cost per CY for Excavating trench n / e 10’ deep (average 7’ deep) with 1 CY bucket (daily output of backhoe = 400 CY / day) assume truck travels 1 mile to an on-site location and off-loads materials in heaps. Work hours excluding blasting and transportation.5% Total Cost per CY / 400 CY 340 500 324 1.50 8 hours x $40.75 CY bucket 0. spreading and leveling transported material not included in unit price.38 1.39 0.417 6.By hand With vibratory compactor 4.25 CY bucket 1.98 2.78 1.50 8 hours x $62.00 CY bucket 0.04 .11 1.50 CY bucket 0.02 1.75 CY bucket 0.14 1.20 1.55 hours / 10 CY 1. If excavation is greater than 5 foot above units need to be multiplied by 1.25 CY bucket 1. (2005 Cost Basis :) Equipment / Labor Hydraulic backhoe 1 CY bucket Operator Truck 10 CY / 15 Ton Driver Hours & Rate 8 hours x $91.896 521 24 2.00 CY bucket 0.00 CY bucket 0.20.75 CY bucket 0.22 0.54 0.15 hours / 10 CY BACK HOE EXCAVATION Work hours per 10 C.33 0.50 CY bucket 0. Loader ITEM TOTAL 0. Work hours are based on excavations not exceeding 5 foot in depth. For quantities over 1.50 – 2. no tipping fee’s required.00 CY bucket 0.Y.50 CY bucket 0.90.93 1.57 0.50 S/T + O / H & Profit 27.E.52 1.Y. 19 / SY $9.55 for rip able rock.25 / SY $6.50 CY 2 CY 2.000 1.200 N/A 1.85 for sand / loose material Equipment cost per day.25 CY Bob Cat Hydraulic Backhoe Motorized Scraper D8 (cut & fill 35 cycles per hour) Dragline 75 ton crane with 70 100’ boom (with clamshell or open bucket) 100 0.15 for dense / hard soil.500 1.500 75 100 150 250 400 500 N/A N/A Note: The above production rates could increase by 50% if construction site is open and not congested and if excavation is completed in spring or summer months.000 1.35 – 1.14 / M2 $8.500 N/A N/A N/A N/A 250 N/A 400 N/A 750 N/A 1. (2005 Cost Basis :) • • • • • • • Front End loader 2 CY (tracked) $725 / Day (w/o operator) Ditto with wheels 2 CY $705 / Day (w/o operator) Bulldozer $775 / Day 2 CY (w/o operator) Bob Cat $265 / Day 0.500 2.500 N/A N/A 600 500 750 1.000 2.500 N/A N/A N/A N/A 2.82 / M2 25 . Multiply the above by 1.66 / M2 Paving – Bitumen Based Topping 1” thick (25 mm) $8.500 1.250 1. Multiply the above by 1.468 / Day (w/o operator) Dragline 75 ton crane with 70 100’ boom $1. supervision and maintenance.5 CY 3 CY 7. supervision and maintenance Excavation Equipment Production Rates (daily output per 8 hour day) Type of excavation equipment / bucket size Front end loader (tracked) Ditto with wheels Bulldozer 0.5 CY 10 CY 500 600 750 1.500 N/A 3. banksman. mobilization and de-mobilization: Hardcore / Stone Road Sub-Base: 4” thick (100 mm) 6” ditto (150 mm) 8” ditto (200 mm) $5. Multiply the above by 0.000 3.70 / SY $6.80 / SY $7.Excludes.50 CY 1 CY 1.00 0 1.750 3.365 / Day (w/o operator) Excludes: banksman.25 CY (w/o operator) Hydraulic Backhoe $827 / Day (w/o operator) Motorized Scraper D8 10 CY $1.83 / M2 $8. 25 1.000 C.0 3.22 / M2 $23.136 N/A Compacted to 90 – 95% Pounds 3.50 1.85 (set up and dismantle of crane not included in following production rates).0 5. For quantities over 5.55 / SY $19.825 3.50 man hours / CY Steel Sheet Piling: Interlocking (left in place) $19.140 3.135 N/A 3.0 1.696 (mixed) The following table is the hourly output for Dragline operations.Y.0 2.0 140 185 205 245 260 310 340 360 400 450 135 160 195 215 235 295 320 360 420 510 In place Earth 120 150 185 200 220 245 285 325 355 420 Hard Clay 100 120 150 170 175 210 250 295 325 390 Rock drilled & blasted (Fragmented) 60 85 95 120 125 155 195 210 225 310 Underpinning / Excavation of existing Foundations: (Including timbering) 12.58 / SY $16. Light Soil or Loam Material Sand Stone or Gravel 1.16 / SF Ditto removed for future use $14.425 2.50 – 6.42 / M2 Approximate weights of materials per CY Material Cement Concrete (1:2:4) Earth (Bank) Sand Stone ½” Gravel Cement Mortar Natural / Loose Condition Pounds 2.50 man hours / CY Hand pack concrete to u/s of existing Foundations: 3. CY per Hour: 90° Swing – Output per Hour Drag line Bucket Capacity In C.745 3. multiply units by 0.615 2.737 2.2” ditto (50 mm) 3” ditto (75 mm) $13.5 4.Y.820 2.75 2.50 – 17.18 / SF 26 .030 3.50 3.565 2. by as much as 15% .20% for drilling through rock. rock etc. loam. Quantity Take Off Methods Plot sections and use average depth below a fixed datum point Break out areas / color code areas (cut and or imported borrow) Use contours (if possible) and interpolate were possible Determine averages for odd sized areas need to excavated Establish average length x width x depth (in feet or parts of a foot) if no specific drawings are available Cut and fill (borrow) requirements.83 Unit LF $ per M (Low) 74.Concrete Piles: Pile Type Pre-cast Concrete Piles up to 50’ in depth 12” diameter Ditto 18” diameter Drilled Concrete piles up to 50’ in depth 12”diameter Ditto 18” diameter $ per LF (Low) 22.16 31.35%.64 M M 32. etc: 27 Units Cu Yd Cu Yd . sand and rock) will shrink after compaction to a higher density than in the pre excavation (original) state. Construction / Basic Materials Material types (sand. As a general rule all excavated materials (soil. Scope Definition / Checklist for Site Work Takeoff: Initially perform a general examine of the plans.87 LF 94. bore logs and specification requirements in detail before trying to organize the take off / estimating effort. Indicate de-watering requirements.38 123.e.20 37.03 107.) Scrapers (D8’s and 663 / dozers / pans) and trucks. General data: All types of excavated material enlarge (swell) up upon excavation or blasting activities to their least dense or loosest condition. clay.24 24.67 Unit $ per M (High) 88.40 28.78 M M Add 10% .58 $ per LF (High) 27. Sykes Pumping system needed. establish were borrow will come from Clearing / Grubbing General Excavation General Areas Roads / Pavement Tree removal / Stumps Grubbed and brush areas Acre / Sq Yards Acre / Sq Yards Acre / Sq Yards Acre / Each Acre / Sq Yards Sub Structure / De-watering: Segregate quantities of common or rock above and below water table.15 102. i.09 20.70 LF LF 66.90 79.. weather rock or unsuitable materials exist. light (blasting) Hand excavation work / Number of lifts Foundation preparation.70* * Wheel barrow / concrete buggy Materials for One Cubic Yard of Concrete 1:2:4 mix 28 0.60 0. 5 ft to 15 ft depth .00 37. if required / P & S: Cu Yd Cu Yd Cu Yd Sq Yd Mass.H.45 0.00 54.00 44.60 .35 0. CONCRETE SEWER PIPE (excludes excavation and backfill) Diameter M.G. medium.Specific backhoe / front end loader and trucks etc: Ripping requirements. clamshell.backhoe.33 0. 6’ or 3” (lifts).75 0.00 47.70 0. Hand excavation work / Number of lifts Foundation cleanup (special considerations such as Hazardous material) Consider blasted size requirements Cu Yd Rock Transportation / Hauls Total distance to tip.60 0.’s per 100 LF 4” 6” 8” 10” 12” 18” 24” 24.shovel or loader and trucks Specific or bottom 5 ft .shovel or loader and trucks Intermediate.00 75.30 0. 90% or 95% compaction / density: Number of passes required and kinds of rollers specified. above 15 ft depth . U. round trip On site disposal distance Hazardous Materials distance Tipping Fee’s Cu Yd Cu Yd Cu Yd Cu Yd / Ton Cu Yd Lin Ft / Mile Lin Ft / Mile Lin Ft / Mile Cu Yd / Ton Compaction / Bore Log Considerations Thickness requirements.50 40. etc. Review any available bore logs to determine water table level. heavy.63* 0.55 0.00 Placing In-site Concrete Continuous Footings Isolated foundations Elevated slab Housekeeping / Equipt pads By Crane M / H’s per Cubic Yard By Chute* By Pump 0. 500 PSI / 25 MPA Budget Pricing: includes rebar / mesh fabric were applicable. 0.0 6.2 0.0 3. yd.22 MH ’ s each Reinforced Concrete 3.5 1. 8.5 MH ‘s per cu. Ft.5 0. yd.8 0.plus Bag finish Ditto .7 1. cranes. Pounds / Kg / SF of rebar in CY / M3: Pounds / Kg / SF of rebar & formwork in one CY / M3 of concrete Footings (spread) Isolated Foundation s Pipe Rack foundations SOG Suspended Floors Walls 12” Columns & Beams Low Average pounds / CY of concrete High Kg / M3 of concrete Low Average SF of formwork per CY of concrete High 30 55 100 33 10 25 35 35 65 140 38 10 25 35 40 70 150 40 10 25 35 40 55 75 115 130 200 40 65 7 20 15 40 20 70 40 70 75 175 150 250 40 105 25 30 50 65 85 100 Finishes (Concrete) Man Hour per 100 Sq.5 1.Cement Embeco grout Grouting anchor bolt 1. Area Steel Trowel Float Steel Trowel plus Grinding Repair Defects.12 Cubic Feet 37.5 3.30 Cubic feet Sand 10.0 MH ‘s per cu. 29 . Sand (3) .72 Cubic Feet Stone 21.5 0. concrete material.0 1.plus Floating Power float Brush / Broom Finish Iron hard Curing (Sprayed or Rolled Compound) Visqueen / Poly Sheet Joint Filler Grout. Fill Form Holes Ditto .• • • • • Portland Cement 520 pounds Cement 5.5 / 5.14 Cubic Feet of material in 1 Cubic Yard of Concrete. pumps. formwork (under slab and edge). 97 • For 4.097 Adjustment • For excavation and backfill add 5% – 15% to above values. Occupancy Load Pounds / Square Foot: Type of Facility Occupancy Load Pounds / Square Foot 30 .17. formwork and rebar). Los Angeles etc add 10% .5 MPA application multiply above values by 0.500-PSI . • For 2. (2009 Cost Basis) Description Concrete Foundations Footings 3’ x 1’ Mat foundation Pile caps 3’ x 3’ x 3’ Slab on Grade (excludes u/s stone) 4” thick 6” ditto 8” ditto Walls 6” thick 9” thick 12” thick Elevated slab / Waffle slab / Flat work 4” thick 6” thick 8” thick Column / Beams 18” x 18” 24” x 24” Stairs Stairs and landing Plinths / Housekeeping Pads (less than 5 CY / M3) $ Cost per CY $ Cost per M3 173 – 205 173 – 231 173 – 252 226 – 268 226 – 305 226 – 331 152 – 205 152 – 205 152 – 205 200 – 268 200 .06 • For slab on grade stone add 10% . Chicago. For applications with a high rebar content use higher value.268 200 – 268 278 – 599 278 – 599 278 – 599 362 – 782 362 – 782 362 – 782 289 – 389 289 – 389 289 – 389 378 – 509 378 – 509 378 – 509 504 – 714 504 – 714 662 – 935 662 – 935 452 – 872 593 – 1. includes 5% waste and 5 to 7 uses of formwork.000-PSI .500-PSI .20 MPA application multiply above values by 0. For applications in major US cities such as New York.15% to above values. • For quantities less than 10 CY / M3 add 25% .50% to the above values.019 688 – 1.22% to above values.95 • For 3. Philadelphia.buggies and labor to install (concrete.139 525 – 1.30 MPA application multiply above values by 1. for quantities 10 CY / 10 M3 and above: Labor is based on merit shop labor (hybrid of union and non-union). 00 3.00 – 2.74 – 23.45 – 29.17 12.67 – 34.48 13.80 2.35 14.55 – 17.75 hours per M3 .38 5.00 – 7.25 – 2.11 – 12.50 2.84 15.75 – 3.75 – 6.50 1.34 9.50 1.00 1.78 6.40 – 4.25 3.45 Hours to install 50 CY of reinforced concrete Work Item Form Strip / Repair / Reuse Rebar Install concrete HD Bolts Grout Total Quantities 350 SF 350 SF 500 # 50 CY 1 set 1 item 50 CY 31 Man-Hours 120 50 90 100 25 25 410 / 8.87 2.24 7.00 Average Kg per M2 Average 1.60 4.78 – 22.00 – 4.62 3.00 11.23 8.61 21.40 24.90 17.00 4.12 9.50 2.Admin / Office Facility 2 Floors Admin / Office Facility 4 Floors Manufacturing Facility 2 – 4 Floors 70 – 120 PSF 100 – 300 PSF 150 – 350 PSF Concrete Rebar in Walls: (Based on 10’ high wall) Wall Thickness 6” 9” 12” 15” 18” 21” 24” Pounds of Rebar per SF 1.90 – 9.20 hours per CY or 10. excluded final placing of the concrete: • • Per Cubic Yard $8.500 4.490 342 .051 Cu Yd / LF 0.000 4.490 Kg of Rebar per M3 of concrete 36 .70 70 . clean & repair 3 uses 32 Erect.500 5.42 42 . clean & repair 4 uses Erect.18 .MPA (Mega Pascal’s) PSI MPA (Approx) 2.117 Cu Yd / LF Concrete strength expressed in PSI (Pounds per square inch) and Metric Units . clean & repair 10 uses .500 PSI Reinforced: Diameter 12” Diameter 16” Diameter 18” Diameter 24” Diameter Cu Yd / LF 0.40 .029 Cu Yd / LF 0.000 3.46 / M3 Formwork: Material cost and man hours per 1 SF of Contact area timber formwork with plywood and timber or metal framing with associated cast in place connections / bolts: Cost basis 2009 Application Fabricate & erect & dismantle 1st use Erect.103 Concrete Pumping: Based on 100 CY / 75 M3 The following rate is for the pumping activity only.Caisson Concrete 3.066 Cu Yd / LF 0.103 73 . clean & repair 2 uses Erect.000 17.147 147 – 196 342 .13 / CY Per M3 $11.60 73 .170 120 .5 20 25 30 30 35 Formwork and Rebar Quantities: Type of Concrete Stanchions Pile Caps Beams Columns SF per CY of Concrete 20 – 30 SF 30 – 40 SF 70 – 100 SF 70 – 100 SF Pounds of Rebar per CY 60 . clean & repair 5 uses Erect.$13.500 3.170 M2 per M3 of Concrete 98 .$17.100 120 . 1.57 Materials $0.323 M2 multiply installation hours by 0.20 0.83 2.81 1. Floor Thickness 4” 6” 8” 10” Material Cost per SF $5.95 0.18 ManHours M2 1.04 $74.0.50 Materials $0.15 0.15 $6.000 SF / 2.56 Materials $0.95 Materials $1.56 Materials $0.000 PSI Concrete: Solid or Hollow 3.25 hours Materials $3.1.00 hours 0.45 0.50 Materials $0.50 Materials $0.00 Materials $1.50 Materials $0.00 0.05 0.70 Materials $0.00 Materials $1.23 Material Cost per M2 $55.01 1.00 1.95 0.71 Materials $0.24 Installation Man-hours per SF 0.56 Materials $0.25 1.0.85 33 .51 $6.30 .56 Materials $0.80 0.00 Materials $1.55 $89.70 Materials $0.65 0.15 1.04 Installation Man-hours per M2 1. Strip and Repair: Application Formwork to u/s of suspended floors Formwork to walls Man-Hours SF 0.48 • Excludes crane costs: • For areas larger than 25.60 1.75 0.15 1.71 Materials $0.12 .17 0. Formwork – Erect.00 Labor 2.00 Materials $1.25 hours Materials $2.50 hours Materials $5.15 2.80 1.70 1.71 Materials $0.71 Labor 1.70 0.71 Materials $0.90 1.08 .45 Rule of thumb for formwork is 10 – 20 SF of formwork per one cubic yard of installed reinforced concrete.65 Pre-Cast Concrete Floor Slabs (Elevated) 3.34 $70.50 Labor 1.93 $8.Isolated foundations Walls 10’ high Elevated columns & beams Elevated floor slabs Materials $2.56 Labor 1.55 0.10 .57 2.500 PSI concrete strapped and grouted.90 0. 20 0.79 Man-hours to install per M 5.000 SF / 2.75 6.50 5.250 mm 9” .99 101. formwork and rebar.48 21.323 M2 multiply installation hours by 0.225 mm $ SF 20.77 2.25 Material Cost per M2 40.95 Installation Man-hours per M2 2.20 0.225 mm $ SF 6.35 86.90 69.67 8. formwork and rebar.75 4.200 mm 6” .25 252.25 0. Thickness of Wall 4” .80 7.35 48.15 2.70 2.33 Materials per M $218.38 Man-hours to install per LF 1.64 Reinforced Concrete Data: Using $473 per CY $620 per M3 for installed concrete as a benchmark for concrete: The approximate break out of this cost would be as follows: Category Concrete Cost per CY $95 Cost per M3 $124 34 Percentage 20% .00 Pipe Bridge – Budget Pricing Includes Foundations and Structural Steel (2009 Cost Basis) Type Materials per LF Light Duty Heavy duty $66.15 2. includes 4” thick sub base and polythene.40 61.250 mm 9” .09 9.200 mm 6” . Thickness of Floor Slab 4” .42 S M2 220.50 Installation Man-hours per SF 0.12 Concrete Walls: includes supply and installation complete with concrete.Pre-Cast Concrete Wall 3.85 Slab on Grade (SOG) Concrete Floors: includes supply and installation complete with concrete.68 $102.40 $ M2 71.70 • Excludes crane costs: • For areas larger than 25.500 PSI Reinforced Concrete (Insulated with batt insulation 0.00 inch): Tilt –up and industrial applications: Floor Thickness Material Cost per SF 3” 4” 5” 6” 3.72 $335.50 – 1.50 236.95 23. $683 / CY $767 . Structural steel has a number of differing specifications / materials of construction. determine pounds / tons of steel that is depicted on the drawings.$0.70 .47 .24 .87 Installation man-hours per M2 1.$1.87 $85.80 .$7.$13.5” 2.29 1. excludes drilling costs) • • $578 .$10.50 / M2 $5.$0.06 .95 / SF $0.Rebar Formwork Total $158 $221 $474 $207 $289 $620 33% 47% (20% M – 80% L) 100% As a rule of thumb for a quick method of estimating concrete. and delivered to the site for eventual erection. there is typically 100 – 200 pounds of rebar in 1 CY of reinforced concrete or 55 kg – 110 kg in 1 M3 Use the above ratio’s to determine approximate values for rebar and formwork.31 $3. Issues that may perhaps impact the erection activity of new structural steel are: • Lifting equipment / cranes / hoists 35 . Gunite / Sprayed on Concrete Thickness 1” 1.98 Installation man-hours per SF 0.26 .$908 / M3 Concrete General Estimating Data Bush hammer concrete Acid wash concrete Pattern concrete slabs Colorize concrete slab Bag / Dress concrete walls $0.79 / SF $0.02 / M2 $2.22 Material cost per M2 $35. that have differing cost consequences the most widely used is A36.$8.94 $6.17 0.5” 3.37 For applications using mesh reinforcement add $0.68 / SF $6.$3. Structural steel is usually fabricated in a vendors shop.12 0.60 $42.22 / M2 $2.77 / M2 $5.50 – $1.83 2.08 1.37 $72.21 / SF $0.77 $7.10 0. Take off lengths of steel section and multiply by appropriate weight in pounds per LF.58 .25 to material cost and add 10% to installation man-hours: Injection grout / Concrete: (1:3:6) mix: (includes batching plant and pressure pumps.$0.32 / M2 Estimating Thoughts for Structural Steel and Miscellaneous Steel Obtain and review any available engineering deliverables / drawings or sketches.$0.26 .21 .53 .35 / SF $0.0” Material cost per SF $3. allow at least 5% for waste in the cutting / fit up activity. handrails. 36 .F. Heavy industrial Facility = 25 – 75 lb / S.F. The following pie chart delineates the various cost / fabrication and installation activities associated with structural steel. grating and floor plate and metal decking: perform take off and establish square feet of material and assign appropriate installation man-hours.F. Checker plate. Structural Steel as percentage of major equipment cost: usually falls in the 5% to 8% of major equipment cost.5 lb to 3. stair risers and other miscellaneous: perform take off and establish pounds / tons of material and assign appropriate installation man-hours. ladders. Process Structures: Preliminary weights of structures can vary from 1.15 lb / S.• • • • • • • Mobilization / de-mobilization of crane (crane are typically rented by the day or week) Crane reach Lifting capacity Number of floors Bolted connections Welded connections Painting / touch up painting Platforms. 5 Floor Office Building = 15 – 25 lb / S.5 lb (Cubic Foot of enclosed area). Order of Magnitude Structural Steel Estimating Data Structural Steel weights per SF: Manufacturing Building = 10 . 26 $1.2374 .33 $1.96 .15 Light framing steel (tubular and channels) Heavy framing steel (RSJ’s and wide flange beams) Metal studs / framing Miscellaneous lintels and angles / channels Corrugated metal decking.28 / SF $10.43 per pound) $3.$3.59 per pound $1.52 per pound) $2.021 ($1.$3.3 story Building Material Cost 29% Installation 20% Priming paint 8% Shop Draw ings 5% Fabrication 34% Align & level 2% Delivery to site 2% MISCELLANEOUS STRUCTURAL STEEL ITEMS: (Labor & Material Costs.$2. galvanized 2” rib 18 g Ditto 20 g Cost per Ton / Pound / SF $1.$2.650 .$22.73 per pound $2.021 .99 $1.45 $2.$2.65 .$3.23 .33 per pound) Cost per Kg / M2 $2.07 / SF $2.$2.$2.82 .445 ($1.$24.54 37 $1.180 ($1.226 .$2.11 $1.96 .39 $2.52 $1.862 ($1.49 .961 .18 .75 .02 $18.$3. excludes crane and scaffolding costs): Description Structural Steel (Columns and Beams – 100 Ton and above) For applications less than 100 Ton multiply value by 1.650 ($0.19 $1.86 $3.02 .$3.Percentage Breakout of Structural Steel Based on 500 Ton .37 .$3. $795 each $11. bolts 1/2” diameter x 8” long $41. Walkways.36” high Stairs – galvanized steel 36” wide c/w side plate and handrails (open grating) Bollards 3” diameter 6’ long (3’ in ground filled with concrete) H.W Cage Ladders .140 3" ribbed depth 22g galvanized 0.013 0.Galv 1 1/4” x 3/16” Bar Type Grating Galv Ladders .H.54 $159 . Ironwork Avg.25” x 3/16” Floor Grating Average Weight 8 / 9 # SF / 0. laid on joists) Labor only: Man-hours Man-hours per SF per M2 1. Ladders Other Misc.140 3" ribbed depth 20g galvanized 0.010 0.108 1.Handrail W Toe Plate 1 50” Pipe Handrail Stair Treads Grating1.Galvanized steel ladders connected to masonry or concrete w/o safety loops.87 / LF $136.5 /10.No Cage Stairways 2” L .013 0.03 M.03 M.013 0.5" ribbed depth 20g galvanized 0. MH/Ton 18-25 30-40 45-70 40-80 Adjust Units for Job Conditions.5 # SF / 0.85 / LF $225.108 1.108 3" ribbed depth 18g galvanized 0. Ditto with safety loops Handrails 1.25” x 3/16” (9” wide x 3’-0) Ditto 1.$186 per tread $477 .5" ribbed depth 22g galvanized 0.H.67 $77. Including Height Factors and size of project.13 / Each AVERAGE MH UNITS FOR STRUCTURAL STEEL ERECTION Structure Type Pipe Racks Equipment Structures Platforms.’s / SF 27 / 30 # LF 11 / 13 # LF 75 / 85 # LF 14 / 16 # LF 13 / 15 # LF 25 /30 # each 11 / 12 # / SF Metal Decking Installation (Roof & U/S of elevated slabs.010 0.5" ribbed depth 18g galvanized 0.10 $69.140 38 .5” diameter CS 2 rail system 30”.010 0. Average Weights for Misc.43 / LF $23.D.’s / SF: 9. Iron Structure Type 1” x 3/16” Bar Type Grating . H’s per SF 5 – 15 SF per hour Excludes painting: Steel plate / ductwork $3.$2.25 M.15 M.Ref # 1 Type of Material 2 Handrails: @ # horizontal 1.H’s per LF 0.75 $ Material Cost $43 $50.50 OOM pricing for a Field Erected Storage Tanks 250.15 M.$3.5 C.H’s per LF 0.$80 3 $85 .60 M.$2.25 M.500.$95 $95 .60 man-hours per ton Aluminum Cable Tray (12” wide with all fittings and supports) Width 18” 24” Man-Hours 0.50” diameter post at 6’ centers: Ditto 3 Ladders w/o cage CS 4 Ditto with cage 5 Floor grating / checker plate/ diamond plate Fabricate & Install Fabricate Install M.80 .25 M.70 per gallon OOM pricing for installed piping system 2009 Pricing Basis: Includes.$130 $135 $170 39 SS 304 $ Cost per M $210 $315 $315 $420 $445 $550 SS 316 $ Cost per LF $70 .H’s per LF 0. valves.20 .H’s per LF 0.H’s per LF 2.000 gallons Carbon Steel $1.25” diameter CS welded to vertical 1. fabrication and erection labor. hangars.$60 2 $60 . Pipe material.H’s per LF 0. S $ Cost per M $130 $200 $200 $260 $280 $340 SS 304 $ Cost per LF $65 .000 . fittings.H’s per LF 0.25 M.30 per gallon SS $2. $ Cost per LF $40 . S.H’s per LF 1. testing and all required activities: Pipe Diameter 1.500 per ton supply and erect Erection of steel refractory duct work Excluding brick lining 40 .$100 $100 $140 $145 $180 SS 316 $ Cost per M $225 $335 $335 $445 $475 $585 .$105 C.25 M.60 M.000 .H’s per LF Fabricate Install Fabricate Install Fabricate Install Fabricate Install 0.60 0. 550 kg – 100.00 3.5 3. .115 – 0.5” – 85 mm thick corrugated metal siding with 1” thick insulation SF $8.0 2.000 pound / 45.S.000 pounds / 4.$4.125 man-hours per ton OOM Miscellaneous Items Sandblasting 0.500 kg) Cost per pound $1.25 1.020 hours / CF Insulated Metal Siding: supply and install.4 $110 $130 $130 $150 6 $360 $430 $430 $490 $175 $210 $210 $240 $575 $680 $680 $785 $190 $220 $220 $260 $615 $725 $725 $835 OOM Process Pipe Man-Hours ISBL 4 .010 hours / SF Scaffolding 0.75 5.6 4. PRESSURE VESSEL / TOWER / DRUM: (Assume wall thickness is 1” thick and finished product weighs 10.63 M2 $92.36 MASONRY UNIT COSTS / DATA FACE BRICK Brick Type STANDARD SIZE JUMBO SIZE ECONOMY SIZE UTILITY SIZE 8 SQUARE 12 SQUARE UTILITY THRU-WALL Brick Size in Inches 2-1/4 X 3-3/4 X 8” 2-3/4 X 3-3/4 X 8 3-5/8 X 3-5/8 X 7-5/8” 3-5/8 X 3-5/8 X 11-5/8” 7-5/8 X 3-5/8 X 7-5/8” 11-5/8 X 3-5/8 X 11-5/8” 3-5/8 X 7-5/8 X 11-5/8” Number of Bricks per SF.15 .93 COST TO FABRICATE A COMPLETE C.84 – $2.8" 200 – 300 man-hours per ton OSBL 75 . 6.10 Cost per kg $4.00 CONCRETE MASONRY FACING UNITS Block Type Block Size in Inches 40 Number of Blocks per SF. excludes structural framing / support: Thickness 3. 50 = $0.GROUND FACE UNITS SPLIT FACE FLUTED UNITS 8 SQUARE 3-5/8 X 7-5/8 X 15-5/8” 7-5/8 X 7-5/8 X 15-5/8” 2-1/4 X 3-5/8 X 15-5/8” 3-5/8 X 7-5/8 X 15-5/8” 7-5/8 X 7-5/8 X 15-5/8” 1.080 0.000 installed bricks. 15 CF of mortar required for 100 SF of wall surface.075 0.075 0.125 1.125 • • • • Facing bricks cost $263 .055 0.35 per CF Mortar cost for 1.$473 per 1.125 1. of mortar required for 1.000 Common bricks cost $189 .060 0.065 0. 41 .375 1. • A Mason can install / lay 700-900 bricks in 8 hours 1.$1.24 / SF 1. 1.500 – 6.125 1.085 Solid M / H ‘s per SF 0.000 brick a day is considered excellent productivity.1 side) Number of Blocks per SF.12 Blocks + 2.000 installed bricks = 10 CF x $4.125 1.125 1.070 0.000 8” thick concrete block cost $0.F.000 bricks weigh 6.84 . • • 1.F.125 3. $4.1 side) 12 X 8 X 16” (SM .060 0.125 1.125 CONCRETE BLOCK (hollow) Back-up Block Size in Inches 4 X 8 X 16” (SM .85 / C.1 side) 10 X 8 X 16” (SM .1 side) 8 X 8 X 16” (SM .750 pounds.37 each 10 C.000 Concrete Block Mortar: (1:3) 1 part cement & 3 parts sand.85 = $48.000 bricks / mortar costs approximate.5% waste = 115 blocks per 100 SF of wall surface. 1.1 side) 6 X 8 X 16” (SM .090 Brick Mortar: (1:3) 1 part cement & 3 parts sand: • • • • • 10 CF of mortar required for 1. • Concrete Masonry M / H installation units Hollow load bearing / Solid load bearing: Thickness 4” thick 6” ditto 8” ditto 10” ditto 12” ditto Hollow M / H ‘s per SF 0.50 Approximately 5 bricks per SF of wall surface 5 bricks x $48. Mortar costs $4.$299 per 1. 4.9 .15 / LF .4 .861 Solid Split ribbed face 12" thick 0.4 .4 3.2 5.2 1.807 Solid Split ribbed face 6" thick 0.5 3. Ft.0 8.070 0.3.7 2.4 .2.5 3.753 Solid Foundation wall 12" thick 0.2.065 0.0 1.2 N/A 5.699 Solid Foundation wall 10" thick 0.4.1 4.80 / SF $8.1.not preengineered) Roof Rafters 2” x 4” 3.4.1 .9 3.2 .5 .070 0.4.4.3 .8 5.3.4.2.8 5.5 – 4.9 .0 .2.060 0.5 1.1 3.3.1 3.• Cost of mortar per SF = 15 CF x $4.7 .3.5.5 . QUARRY TILE FLOORING L & M (Dairy / Food Facilities) 2009 Cost basis: 4” x 4” x 3/8” floor thin set base 6” x 6” x 3/8” floor thin set base 4” x 4” x 3/8” floor mud set base 4” x 4” x 3/8” wall thin set base 4” x 4” x 3/8” base with cove top thin set base FLOOR DRAINS (flat round top C.3.3.8 .0 .2.S.6 .) 4” diameter 6” diameter 2.7 .25 / SF $8.2 2” x 10” 1.4 1.075 0.4.3 4.0 .45/ SF $8.000 Sq.9 .72 100 SF Masonry Installation Labor only: (excludes scaffolding) Man-Hours Man-Hours Per SF Per M2 Solid Foundation wall 6" thick 0.646 Solid Foundation wall 8" thick 0.6 .00 / SF $7.85 = $0.4 2.0 .9 .3.7 2.075 0.5 – 5.1 .9 3.4 2” x 8” 1.2 7.1 .3.753 Solid Split ribbed face 8" thick 0.5 .085 0. & S.3 .9 2” x 12” 1.4.807 Solid Split ribbed face 10" thick 0.1.2 1.6.915 Wood Framing Man Hours per 100 Board Foot: (Douglas Fir): Framing Type Floor / ceiling Joists Bearing Plates & Sills Wall Framing / Studs (Hip) Short Framing Pieces Roof Ridge Trusses (Stick Built .3.2 2” x 6” 2.00 MH 42 $8.3.50 MH 4.3 Plywood 0.9 .0 .6 .S.1.8 .7.080 0.7 .0 .1 4.2 4.4.3.3.2 3.2 5.8 6.7 .8 3.5” exterior grade 16 Man Hours per 1. 42 per layer of roof per Sq. Ft.4 MH per 100 Sq.3 MH per 100 Sq. Galv rectangular ductwork .34 .$6. Ft.commercial gauge (22-26) Galv ditto ductwork .Rehab & Restoration Galv ductwork .$5. Ft.750 per ton 43 Remarks Columns / Beams Foundations and Flatwork All in budget price (includes pipe. Aluminum 7. hangars.EXTERIOR FINISH Wood Siding Cedar Fiberglass Siding Galv. Ft.S applications) Manufacturing/Production Equipment (Installation) HVAC per ton of cooling / refrigeration Price per Unit $25 .09 . 3.85 .73 / lb $9.$20.2. EPDM $0.$15. valves and erection) Includes Engineering.45 .$4. Correg.31 .$160 LF $262 .92 / SF $440 . Procurement and Construction activities . depending On type of roof.750 .18 / lb $10. 8.99 / lb $8.$950 CY $460 .$4.0 MH per 100 Sq. ROOFING Built Up (3 layers) $1.0 MH to 2.28 / lb $14.63 per Sq Ft.$743 / AHU $4. fittings.$2. Iron Vinyl Siding Correg.500 .5 MH per 100 Sq.2 MH per 100 Sq.$16. Asphalt Shingles 2. Ft.80 for S.74 / lb $4.79 . 4.$1. Ft.50 .$35 CY $33 .89 to $1.58 to $2.78 / SF Estimating – Rules of Thumb (2009 Basis) Construction Category Engineered Stone/Fill Ditto Structural Steel Ditto Reinforced Concrete Ditto Piping 2” – 4” CS Ditto (multiply by 1. $1.heavy gauge (10-14)(welded) Aluminum ductwork Stainless steel ductwork Fiberglass ductwork . INSTALLED DUCTWOK PRICE / SUBCONTRACT BASIS (2009 Cost Basis) Based on cost per pound includes all support / brackets etc.$46 M3 $2.2 MH per 100 Sq.95 / SF $2. Ft.$525 M Multiply equipment purchase price by 2 – 5 to arrive at total installed cost.rigid Insulation acoustical lining (internal) Air Balancing Plenum insulation rigid 2” thick $5.00 kg $30 .000 Ton $2.90 .245 M3 $80 . 3.$10. 25 1.12 PAINTING COSTS Mid 2009 cost basis Material Cost Exterior (Alkyd/oil based) 5 gallon Primer $29.75 – 1.25 100 .75 24.66 – 36.50 – 2.20 Material 3 ply roofing shingles Corrugated metal roofing (20 g) 1 Brick thick wall with mortar Ditto with concrete block wall 4” thick glass blocks 3/8” thick glass 1” thick terrazzo flooring (excludes bedding material) Gypsum plaster ceiling with lathing 30.190 16 – 20 5.04 Gloss $23.00 9.20 – 29.500 SF Roller 1.25 100 .75 – 1.85 – 3.50 – 2.25 – 2.000-2.500 SF Brushwork 500-750 SF 44 .75 – 30.125 165 .15 Manufacturing Facility / 2.12.90 Weight (Pounds per SF) 0.1 2 3 4 5 6 7 8 Material 3 ply roofing shingles Corrugated metal roofing (20 g) 1 Brick thick wall with mortar Ditto with concrete block wall 4” thick glass blocks 3/8” thick glass 1” thick terrazzo flooring (excludes bedding material) Gypsum plaster ceiling with lathing Weight (Pounds per SF) 0.35 0.000-1.50 12 10 .82 Flat $28.60 Factory R&D Center Laboratory Warehouse 1 2 3 4 5 6 7 8 2.85 – 1.15 .30 -2.80 24.25 1.190 16 – 20 5.125 165 .50 12 10 .52 One gallon of paint will cover 300-400 SF (1 coat) Painter (in 8 hours) can perform the following Spray 2.12 Annual Maintenance Costs (Internal and Exterior Maintenance) 2009 Basis Type of Facility $ Per SF $ Per M2 Hospital 2.52 Masonry Exterior $25. aluminum. / ex works purchase price of the particular piece of major equipment item. i. spark / dust protection Weather protection Limited use of equipment Lifting equipment / cranes / hoists Mobilization / de-mobilization of crane (crane are typically rented by the day or week) Crane reach Lifting capacity Number of floors Painting / touch up painting Major Equipment Installation / Erection / Setting: Major equipment installation / erection / setting man-hours are hardly ever greater than 10% of the total field construction man-hour effort. plastic. value obtain for selling “scrap metal” Materials of construction. carbon steel. Approximate Major Equipment Installation / Erection / Setting Man Hours Includes aligning and leveling (excludes crane and crane operator): 45 . galvanized steel etc.B. Consider the following: • • • • • • • • • • • • • • • • Demolition items. Typically a good rule of thumb is that major equipment hours / cost range from 5% to 12% of the F.Revamp / Alteration work. Welded or bolted connections Modifications to existing steel Cut out openings Shoring Small quantities Fire watch.O.e. stainless steel. Units (10 Ton – 50 Ton Units) Air Conditioning Units 80 70 60 Man Hours 50 40 30 20 10 0 0 10 20 30 40 Tons of Refrigeration Agitators (Top Entry) 1 .C.000 CFM Coalesce type Separator (Oil –Gas) 46 50 60 .10 hp 10 .000 CFM 10.50 hp 50 .500 CFM 5.100 hp Ea Ea Ea 16/18 56/64 95/120 Ea Ea Ea 188/224 456/628 590/740 Air Dryer 2.A. Co al e sc e T y p e S e p er a to r (O i l-G as ) 90 80 70 Man Hours 60 50 40 30 20 10 0 0 10 0 20 0 300 40 0 GM P Belt Conveyor 50 ton 100 ton 250 ton Ea Ea Ea 38/44 98/106 158/168 Compressors & chiller equipment with driver 1 .250 hp 250 .50 hp 50 .500 hp Ea Ea Ea Ea Crusher (Jaw) 47 38 86 246/294 444/526 5 00 60 0 .100 hp 100 . Crusher (Jaw) 450 400 350 Man Hours 300 250 200 150 100 50 0 0 20 40 60 80 100 120 HP Dryer Drum (Single) Dryer Drum (Single) 160 140 120 Man Hours 100 80 60 40 20 0 0 5 10 15 HP 48 20 25 30 . Dryer Drum (Double) Dryer Drum (Double) 250 200 Man Hours 150 100 50 0 0 5 10 15 20 25 30 400 500 600 HP Expansion Tank (ASME) Expansion Tank (ASME) 30 25 Man Hours 20 15 10 5 0 0 100 200 300 Gallons 49 . 190 barrels) Ea (2.000 gal 25.000 gal 50.000 gal 250.S.380 barrels) Ea (5.000 gal 100.Packaged Hydronic H & C Unit Packaged Hydronic H & C Unit 60 50 Man Hours 40 30 20 10 0 0 50 100 150 200 Tons Field erected storage tanks C.500 SF 500 -1.000 SF Ea Ea Ea Ea 16 40 40/80 80/100 Ea Ea Ea 88 164 420 Horizontal Batch Centrifuge 10 SF 50 SF 100 SF 50 250 300 .250 Heat Exchangers (shell & tube) Up to 50 SF 50 .900 barrels) Ea Ea Ea 70/90 120/180 250/400 540/620 700/850 900/1. 10.000 gal (238 barrels) (595 barrels) (1.100 SF 100 .950 barrels) Ea (11.000 gal 500. per HP 5 4 5. supports. aligning.Miscellaneous Items (1) AGITATOR / MIXER / BLENDER – VESSEL / POT BLENDER: Installation man-hours include unloading.000 100.5 1 1. unpacking. leveling.2 2.0) / 7 15 / 0. setting.5) / 7 10 / 0.4 24 24 24 18. foundations.5 4 8 12 16 32 60 84 108 160 M.000 (10 / 20) FLUID TYPE: 51 Man-hours 2.H. temporary warehousing.20 (2. leveling.80 km.8 BLOWERS & FANS.000 (10 / 20) 10. and system check out.16 2. Includes thermostat. site transportation n/e 0.500 (6 / 12) 3.F. grouting. supports.000 75.56 2.0) / 7 250 / 10.80 km.000 2.5 25 35 50 75 Weight in Pounds (# Of Major Pieces) 200 (4 / 8) 350 (4 / 8) 450 (4 / 8) 700 (4 / 8) 1.50 miles – 0.P.75 (20. 500 1. lifting into position.55 (7. conduit and electrical hook-up: C.000 (10 / 20) 15.70 (25.000 50. lifting into position.M. and system check out. site transportation n/e 0.500 5. piping.50 miles – 0.0 / 7) 75 / 2. Excludes cranes. unpacking.5) / 7 25 / 1. holding brackets and fuel pump. piping. cable.) / # OF PIECES 5 / 0.00 (15.0) / 7 50 / 2.0) / 7 (2) M. aligning. foundations. temporary warehousing.5 3 5 12. cable. brackets. per HP 96 120 180 240 280 300 350 450 38.4 2.000 (6 / 12) 5.0) / 7 100 / 3.40 (5.. setting. conduit and electrical hook-up: CUBIC FEET / CUBIC YARD VOLUME (H. grouting.H.33 4 3.00 (10.4 2.00 (35.000 250.000 10. brackets. Excludes cranes.13 .Suspended Type Fans (ceiling / hung by brackets): Installation man-hours include unloading.000 25.000 (3) Man-hours HP 0.000 (10 / 20) 7.6 15 14 12. grouting. typically trim is shipped loose.56 4. foundations. controls.000 250. conduit and electrical hook-up: GPM 10 25 50 100 150 (4) H.P.50 miles – 0. brackets. Excludes crane rental. supports.000 / 7/14 720 0. setting. aligning. conduit and electrical hook-up: Compressor H.FLOOR MOUNTED: Installation man-hours include unloading. per H.500 6/12 600 21 0.20 COMPRESSOR – RECIPROCATING UNIT (Packaged unit with local controls): Gas Powered Engine Installation man-hours include unloading. and system check out.04 5. piping. grouting.500 95.50 miles – 0.000 / 7/14 920 0.250 0. brackets.000 / 7/14 1.Includes installation of motor and drives.5 15 M.P.22 0.H.03 52 .80 km. aligning.500 0. supports. cable. cable. per pound 2. temporary warehousing. foundations. piping. Includes installation of motor and drives.32 0. and system check out. Assumed that equipment is shipped in one piece.000 65.37 5. conduit and electrical hook-up: CFM Number Of Pieces Weight Pounds ManHours M. unpacking. site transportation n/e 0. brackets. lifting into position.5 5 7. leveling.5 8 12 22 32 MH. leveling.P 1 2. controls. Assume unit is mounted on a skid unit the hook-up piping and electrical between tank and pump is included.80 km.24 0. cable.000 / 7/14 1. supports.65 0.30 OIL / GAS FIRED HEATERS INDIRECT . site transportation n/e 0.72 2. Includes installation of motor and drives. lifting into position. foundations. (5) # Of Pieces 3/5 3/5 3/5 3/5 5/7 Approximate Weight Pounds (# of Pieces) Man-Hours M.000 6/12 1.000 125. piping. temporary warehousing.000 32 0. unpacking. Excludes cranes. Per gallon 0. controls. grouting. 1.H.’s 6. setting. Excludes cranes.H. 000 10/20 6. lifting into position.500 42 0. leveling.02 100.000 10/20 1.000 10/20 3. Excludes cranes.(6) 10.300 114 0. supports. grouting. piping.500 81 0.02 50.400 / 7 16/18 24 3. unpacking.200 / 5 8 14 1. and system check out.000 10/20 4.80 km. aligning.500 / 7 30/37 Mixer / Extruder 53 . setting.02 HEATERS EXCHANGERS Shell and Tube: Converter: Installation man-hours include unloading. temporary warehousing.500 / 7 24/28 36 7. foundations. brackets. site transportation n/e 0. conduit and electrical hook-up: Diameter (Inches) Weight Pounds / # Of Items ManHours 4 220 / 5 4. cable.750 / 7 10/14 20 2.03 25.000 / 7 20/22 30 5.400 / 7 10/14 16 1.50 miles – 0.700 72 0.5 6 400 / 5 6 8 600 / 5 7 10 900 / 5 8 12 1. 000 Gallon 10.500 Gallon 5.000 Gallon $2.752 $9.Mixer / Extruder 600 500 400 300 200 100 0 0 10 20 30 40 50 60 HP Fuel Storage Tank Fiberglass 2.874 4/6 6 16 Pressure Leaf Filter Vertical P r e s s u r e L e a f F ilt e r V e r t ic a l 14 0 12 0 Man Hours 10 0 8 0 6 0 4 0 2 0 0 0 1 00 20 0 3 00 40 0 S q u a re F o o t 50 SF 100 SF 500 SF Ea Ea Ea 54 14 27 124 5 00 60 0 .380 $3. 500 gal 5.25 hp 25 .Process vessels (Vertical with skirt) Process vessels (Vertical with skirt) 200 180 160 140 Man Hours 120 100 80 60 40 20 0 0 1000 2000 3000 4000 Gallons Pumps & motors 1-10 hp 10 .000 gal 2.000 gal Towers / Columns (excludes tray installation) 12“ Dia x 20’ high 24“ Dia x 30’ high 48” Dia x 40’ high 60” Dia x 60’ high 72” Dia x 60’ high Ea Ea Ea Ea Ea 55 38/42 72/84 116/124 160/172 184/192 5000 6000 .50 hp 50 -100 hp 100 – 150 hp Ea Ea Ea Ea Ea 22 40 58 84 96/108 Ea Ea Ea Ea Ea 42 80 88/96 122/136 158/172 Reactors (multi wall) 500 gal 750 gal 1. 800 RPM) Sewag e Ejecto rs (Sim plex .1.800 RPM) Sew age Ejectors (Duplex .800 RPM) 80 70 60 Man Hours 50 40 30 20 10 0 0 2 4 6 8 10 12 14 16 12 14 16 GPM Sewage Ejectors (Duplex – 1.800 RPM) 90 80 70 60 50 40 30 20 10 0 0 2 4 6 8 GP M 56 10 .Sewage Ejectors (Simplex – 1.1. 20 20 .Sub Station Sub Station 60 50 40 30 20 10 0 0 100 200 300 400 500 600 K VA Vessels Vertical Vessels Vertical 9 8 7 Man Hours per Ton 6 5 4 3 2 1 0 1 .10 10 .60 .40 Weight in Tons 57 40 . Weight in Tons M.P.25 2.H. ’s 2.’s / per Ton 1 – 10 10 – 20 20 – 40 40 – 60 8. 100 watt 250 watt Material $831 $1022 M.H.H.P.40 LIGHTING FIXTURES CEILING WAREHOUSE TYPE APLLICATIONS: (excludes cable.10 3.25 2.65 Incandescent 100 watt 250 watt Material $345 $392 M.H.70 Vessels Horizontal Weight in Tons M.15 Sodium H.45 Sodium H.H.50 58 . ’s 3.H.H.10 4. conduit and terminations) 2009 Cost Basis. ’s 3. ’s 2. ’s 2.’s / per Ton 1 – 10 10 – 20 20 – 40 40 – 60 8.90 3.35 3.10 4. ’s 2.40 5. 100 watt 250 watt Material $745 $814 M.75 3. conduit and terminations) 2009 Cost Basis: Mercury Vapor 100 watt 250 watt Material $713 $891 M.45 LIGHTING FIXTURES CEILING WAREHOUSE TYPE APLLICATIONS Explosion Proof (excludes cable.H.25 3.75 2.90 3. Mercury Vapor 100 watt 250 watt Material $512 $607 M.95 Incandescent 100 watt 250 watt $130 $162 Material M. 50” S.33 / LF $34. 316 Sch 80 seamless 0.46 pounds / SF.5 CF $3.75” S. & S.75” S. 316 Sch 10 seamless $19.91 pounds / SF. conduit and terminations. 316 Sch 10 seamless 0.00” S.S.S.00” S.O.S.S.56 / LF $20.93 / LF 0.10 / LF Walk In Freezers (Pre-Assembled) 2009 Cost Basis.75” S. ASME 100 PSIG (2009 Pricing Basis): Weights as per Standard Gage for steel sheet are as follows.’s 42 64 Lab Equipment (2009 Cost Basis): Material Man hours Anaerobaric Chamber 12 CF $5.S.M.75” S.79 / LF $40.36 pounds / SF.39 / LF $31.5 O. 316 Sch 10 seamless 1.50” S.946 10 Lab Centrifuge Unit 2.S.00” S.S. 1. 304 Sch 80 seamless 1.56 / LF $23.S.20 / LF 0. MEDICAL / LABORATORY PIPING (All in price L&M) 2009 Cost Basis: 0.S. 304 Sch 80 seamless 0.26 / LF $25. 304 Sch 10 seamless $17.61 / LF 0. man ways and baffles Add 20% for complex nozzles skirts.50” S. PRICING FOR VESSELS & TANKS C. 0. 10’ x 10’ x 10’ high 15’ x 15’ x 10’ high Material $8. 0. 0.S.Allow $17 LF for (L/M) for cable.82 pounds / SF.S.50” S.00” thick= 41.S.86 / LF $28.50” thick = 20.25” thick = 10.S.S. 304 Sch 10 seamless 0. man ways and baffles 59 .406 4 Glassware Washer / Dryer $5. 304 Sch 80 seamless $22. 316 Sch 80 seamless 1. To determine weight use the following formula Weight (W) = 12DTL Where W = weight in pounds and D = Diameter of Vessel / Tank in inches and T = Shell / wall thickness in inches and L = Height or length of Vessel / Tank Add 10% for normal nozzles skirts.339 1. 304 Sch 10 seamless 1.00” S.32 / LF $30.H.75” thick = 31.179 M.402 $12. 316 Sch 80 seamless $27.924 5 Automatic Coagulation Bench top / timer unit $4. 70 $17.90 6.42 10.70 4.59 2. 316 16.68 20. 29.02 4. Pounds Weight Cost / Pound C. O.5 5 10 25 50 Man-Hours 3 5.96 17.000 10.31 9.55 12.000 Cost / Kg C.23 10.64 31.45 13. For vessels with half and full jackets add 15% and 25% to above results Electric Motor hours to install 240/440 v H.S. 304 13.09 $37.000 2.08 $26.32 12.24 $36.39 17.98 3.500 5.36 2. 19.48 3.13 12.27 7.61 8.94 7.33 Cost / Kg S.20 14.78 5. Costs per pound with typical brackets.86 Cost / Kg S.000 50.07 7.P.S.15 60 .12 Cost / Pound S.87 500 1.O.5 8 16 24 DUCTWORK BUDGET PRICING: (2009 Pricing) FLEXIBLE WITH CLAMPS SIZE UNIT $ COST 3” 4” 6” 8” 10” 12” 16” 18” 20” LF LF LF LF LF LF LF LF LF $12.05 $13.43 12.40 $34.33 22.31 4.27 7.40 23.21 3.27 Cost / Pound S.42 1.S.69 $29. 2009 Cost Basis. 9. 2.S.00 10.34 19.74 26.S.79 27. For intricate designs needing internal brackets / supports etc add 15% to 25% to above results.57 6.000 25. supports and nozzles etc.52 14.000 100. 316 35.97 6. M.90 $23.55 9.38 5.79 5. 304.05 7.32 Adjustments: To determine setting man hours multiply the above results by 6% -8% and divide by $45 / hour.S. 21 $34.16 $84.24 $47.50 $410.80 UNDERGROUND FIBREGLASS DUCTWORK SIZE UNIT COST 4” 6” 8” 10” 12” 18” LF LF LF LF LF LF $31.66 $42.51 $26.06 $38.30 $715.01 FIRE DAMPERS IN WALL SIZE UNIT COST 1 SF 2 SF 4 SF 8 SF 12 SF 18 SF 24 SF 36 SF EACH EACH EACH EACH EACH EACH EACH EACH $220.85 $17.000 to $25. this would exclude main sub station (refer to Section D 1 for more details). power / control wire & conduit.000 per motor is usually adequate to estimate the costs associated with a unit sub station and switch gear.00 $819.00 $313.00 $1262.05 $29.24 ELECTRICAL WORK: If the scope of this item is vague an allowance of $15.GALVANIZED STEEL WITH SUPPORTS SIZE UNIT COST 3” 4” 6” 8” 10” 12” 14” 16” 18” 20” LF LF LF LF LF LF LF LF LF LF $13.60 $1034.70 $33.86 $52.50 $974.63 $22. LABOR MAN HOURS PULLING CABLE IN CONDUIT (excludes hookup / connections) 61 . grounding and area lighting.39 $37.67 $46.43 $13. H.4160 V MCC 600 amp Disconnect switch Ditto 1000 amp Ditto 1200 amp Circuit breaker 600 v – 3 pole 100 amp breaker NEMA 1 Enclosed Indoor Ditto 200 amp Ditto 500 amp Ditto 1000 amp Circuit breaker 600 v – 3 pole 100 amp Material Cost 40.000 ditto UNIT 1000 LF 1000 LF 1000 LF 1000 LF 1000 LF 1000 LF 1000 LF M.929 6.50 LABOR MAN HOURS TO INSTALL COPPER BUSWAY IN STEEL CASE WORK ITEM 225 amp 1000 amp 2500 amp UNIT 1000 LF 1000 LF 1000 LF M.50 12.310 262 6 8 12 6 376 777 1.970 7.378 69.737 217 14 17 2 460 1.651 1.108 8 10 12 8 10 14 16 10 14 18 24 10 6.’s per unit 450.929 3.426 277 416 844 1. ’s per unit 7.WORK ITEM No 12 solid wire No 10 ditto No 8 ditto No 1/0 stranded wire No 2/0 ditto No 500 MCM stranded wire No 1.048 285 4 6 12 3 62 .000 kVA Main switchboard 600 v 400 amp Safety switch 240 v – 3 pole NEMA 1 Enclosed Indoor 100 amp Ditto 200 amp Ditto 400 amp Ditto 600 amp Safety switch 100 amp NEMA 1 Enclosed Indoor Ditto 250 amp Ditto 400 amp Ditto 600 amp Ditto 100 amp NEMA 12 -Dust proof Ditto 250 amp Ditto 400 amp Ditto 600 amp Ditto 100 amp NEMA 7 Explosion proof Ditto 250 amp Ditto 400 amp Ditto 600 amp 2400 V .016 1.50 14.178 91.616 801 1.00 2750.50 28.50 60.00 87.131 2.50 26.932 2.209 230 Labor manhours 44 84 142 26 3 541 1.00 850.00 Miscellaneous Electrical Items: (2009 Pricing Basis) General Description Unit substation 150 kVA Ditto 500 kVA Ditto 1.H. 55 0.30 0.40 0.35 0.51 0.03 13.100 135 190 245 317 392 96 149 180 234 279 Add 25% to above 24 56 84 26 48 0.50 0.078 8.375 0.15 3.55 0.40 0.57 2.55 Add 25% to above 0.5” Ditto 2” Ditto 4” Pull box 1’ x 1’ x 1’ Ditto 2’ x 2’ x 2’ 564 2.33 0.55 Add 25% to above values 0.2 4.425 0.4160 v – 480 / 277 v 150 kVA Ditto 500 kVA Ditto 1.081 34.40 0.56 45.35 0.426 343 5 8 18 4 690 2.735 3211 59 173 227 7.75 56 67 9 14 19 25 14 20 26 30 Add 25% to above values 1.55 0.175 0.breaker NEMA 12 Dust proof Ditto 200 amp Ditto 500 amp Ditto 1000 amp Circuit breaker 600 v – 3 pole 100 amp breaker NEMA 7 Explosion proof Ditto 200 amp Ditto 500 amp Ditto 1000 amp Panel Enclosure1’x 2’x 6” NEMA 1 Ditto 2’ x 3’ x 6” Ditto NEMA 12 2’ x 2’ x 6” Transformer 3 phase Dry .91 257.50 INSTRUMENTATION 63 .3 branch Galvanized steel cable tray 12” wide / LF Ditto 18” Ditto 24” Ditto 30” Galvanized steel cable tray 12” wide / LF Ditto 18” Ditto 24” Ditto 30” For elbows and junctions EMT 1” diameter / LF Ditto 1.000 kVA Ditto 480 v – 208/120 v 150 kVA Ditto 500 kVA Bus Duct 225 amp Copper / LF Ditto 400 amp Ditto 600 amp Ditto 800 amp Ditto 1.95 0.2 3.516 6 12 22 2.45 0.5 30 18.33 0.516 3.50 0.40 0.50 2 3.000 amp For bus duct elbows and junctions Galvanized 1” diameter NEMA 7 Explosion proof conduit / LF Ditto 2” Ditto Junction box .000 amp Bus Duct 225 amp Aluminum / LF Ditto 400 amp Ditto 600 amp Ditto 800 amp Ditto 1.45 0.30 0.321 2. An allowance of $15.75 2.50 0.98 1.45 0. lineup and tack weld Man-hours per LF N/A N/A 0. Refer to Section D 1 for additional information on: • • • • • Major Equipment Piping Systems Insulation E/I Systems Civil / Structural and Architectural Erection Man-hours for CS schedule 40.25 2. Refer to Section D 1 for additional information.35 0.65 0.50 3.55 0.05 2.62 2.48 1.95 3.50 ENGINEERING Typically 400 – 800 home office engineering & design hours are adequate for each major Equipment item refer to section D 1 for additional data.000 to $25.30 3.50 64 Column A Combined erect and weld Man-hours per LF 0.90 0.85 5.80 0.12 .15 1.25 3. excludes foundations Width in inches 12 14 16 18 20 24 30 Man-hours per LF 1.80 1.60 0.80 Production weld Manhours Number 1. BELT CONVEYOR – Man Hours (includes steel structure.45 0. Revamp projects typically take 20 – 50% more H.O.75 0.95 2. 80 and 120 piping OSBL applications: Diameter / inches 2 screwed joints 2 welded 4 6 8 10 12 14 16 Lift into place.97 2.000 per Major Equipment item is usually adequate for early budgeting of instrumentation work.60 0.95 Column A Combined erect and weld Man-hours per M 0.75 4.35 4.75 0. engineering hours to design.46 2.30 0.40 2.35 0. belts and drives.65 3. 18 114.55 1.77 Excludes: pipe fabrication.75 7.75 1.20 7. To determine total hours (fabrication and erection) per LF multiply column A values by 1.90 1.10 7. testing. fabrication.84 1.06 182. lineup and tack weld Man-hours per LF N/A N/A 0.66 55.80 – 1.02 0.95 2.75 1.80 – 1.00 6. testing and installation.44 5.66 1.75 Excludes: pipe fabrication. hangar / valve installation.12 3.87 1.80 69. To determine total hours (fabrication and erection) per LF multiply column A values by 1.25 depending on complexity of piping configuration: ISBL multiply by 0.30 Production weld Manhours Number 1.05 1. erection.95 2.30 151.35 6.55 2. testing and installation. fittings.13 687.75 ISB / $ M 127.40 34.28 3.27 1.36 9.32 111.05 7.18 20 24 0.30 2.74 248.05 1.00 1.97 2.90 1.15 343.17 5.95 1.00 Erection Man-hours for CS schedule 40.44 450.60 Column A Combined erect and weld Man-hours per M 1.83 137. Based on piping installed 15’ – 25’ above grade on racks: (2009 Pricing Basis).55 5.58 104.54 8.00 6.82 ISBL $ / LF 38.59 495.58 OSBL multiply by 0. hangar / valve installation.97 3.68 1.56 274.85 0.44 4.10 2.75 1.65 75.15 2.50 – 2.50 – 2.04 6. Diameter 2 4 6 8 10 12 OSBL $ / LF 19.05 1.05 209.83 900.41 227. hangars. 80 and 120 piping ISBL applications: Diameter / inches 2 screwed joints 2 welded 4 6 8 10 12 14 16 18 20 24 Lift into place.05 365.50 depending on complexity of piping configuration: Excludes valves and insulation and cranes: 65 .85 9.46 7.30 3.44 3.74 6.50 3.45 Column A Combined erect and weld Man-hours per LF 0.15 3.85 4.38 OSBL $ / M 63.22 1.00 Budget pricing for totally installed CS schedule 40 OSBL and ISBL (Labor and Material) includes pipe material. 45 Labor Manhours / M 0.eccentric reducers (10%) 57 52 37 25 18 16 66 Caps / blinds / plugs & miscellaneous / weldolets / sockolets / nipples (10%) 58 54 37 24 18 16 Number of Fittings 579 521 372 238 182 163 Number o Valves 372 247 81 35 26 14 . Diameter 4” 6” Material Cost / LF 4.5” 0.69 10.98 1.55 man-hours per diameter inch Minimum Hours per task 4 0.Steam tracing copper pipe 0. Diameter 4” 6” 8” Material Cost / LF 6.80 Labor Manhours / M 0.49 Labor Manhours / LF 0.5” 2” 4” Couplings / Elbows unions / (90 & 45 Flanges (50% degree) (30%) 291 305 187 119 91 82 173 110 111 70 55 49 Tees / concentric .80 Vitrified clay pipe installed in trenches (excludes excavation and backfill).15 man-hours per diameter inch Minimum Hours per task 6 Average number of fittings / valves for various C.98 Concrete U/G sewer installed in trenches (excludes excavation and backfill). work: Pipe Diameter 0.80 and 120 1.82 0.25 0.S.25 0.26 Labor Manhours / LF 0.L.67 28.53 Material Cost / M 20. piping diameters / per 1.000 LF of process related piping systems (based on 17 process related projects) I.51 34.30 0.55 Material Cost / M 58.66 7.32 23. Material Cost / LF 17.82 0. / S.62 Labor Man-hours / M 1.B.74 Piping / Welding Stress Relieving (Electric Resistance Application) Pipe wall Schedule 40.30 Material Cost / M 15.50” diameter: to piping systems and major equipment.31 8.50” wall and above 2.75” 1” 1.86 Labor Man-hours / LF 0.S.S. 75 4.25 0.38 $273 4 Pipe FCU system 244.55 0.13 $292 Welding single pass to metal plate .500 SF 22.75 6.296 2.85 67 Man-hours per M 0.35 3.500 SF Mixed use facility Offices / Apartments / Hotel 2009 Cost Basis On 7 floors (2009 Cost basis) SF M2 Cost Cost 2 Pipe FCU system 244.723 M2 $25.723 M2 $27.82 1.148 1.500 SF 22.25 5.74 64 59 57 33 25 6” 8” 10” 12” 18” 24” 44 38 35 35 21 16 16 13 12 10 7 5 15 13 12 11 6 5 149 128 118 113 67 51 12.35 0.Horizontal: Weld width 1/16" 1/8" 3/16" 1/4" 5/16" Man-hours per LF 0.804 2.70 Typical percentage breakdown of various fittings: Fitting Category Flanges / Couplings / Unions Elbows 90 & 45 degree Tees / Reducers / Caps / Plugs / Strainers / Minor items Percentage 35% 25% 40% Typical percentage breakdown of various valves: Fitting Category Percentage 10% 10% 15% 15% 10% 15% 10% 15% Ball Butterfly Check Gate Globe Plug Swing Other Air Conditioning Cost Comparison: 2 Pipe FCU system V's 4 Pipe FCU system Cost Model 244.788 .70 0.5 6. 0 22.75” 1” 1.47 C S schedule 40 tube / pipe / LF Man-Hours 0.75 1” C S schedule 40 tube / pipe / LF Material $17.0 4.06 Man-hours per M 1. excludes insulation and any excavation.88 1.50” 0.64 0. Item Hose Assembly with 100’ 1” diameter rubber hose 4” C I Fire Hydrant Ditto 6” Safety shower including 50” of 1.69 0.90 Man-Hours 0.0 14.221 Man-hours 4. 304 tubing per device: Level Transmitters / Pressure Transmitter / Flow Transmitter: Material Cost: $756 Man-Hours: 18 Fire Alarm / Security Systems Man-Hours to Install Labor only: (excludes device and materials) 68 .485 Electrical Fittings Man-Hours per 10 # items: Diameter 0. Diameter 0.84 1.5 14.50 0.Welding single pass to metal plate .025 1.0 11.10 Copper pipe / tube / LF Copper pipe / tube LF Material $16.5 21.5 5.0 17.294 3.0 Fire Protection / Safety Items: (2009 Pricing Basis).75 4. traps.S.75 0.66 $20. supports.13 $22.466 $2.0 8.255 2.87 3.5 $974 $1.5” diameter C S pipe Material Cost $1.09 $23.72 0.0 Explosion proof fittings 7.50” 2” Elbows / Unions / Tee’s 4. strainers.25 26 Steam Tracing: (2009 Pricing Basis) includes one length of pipe / tube.31 0.435 2.5 14. shut off valve.Vertical: Weld width 1/16" 1/8" 3/16" 1/4" 5/16" Man-hours per LF 0.0 18.61 $19.0 9.93 Instrumentation Tubing: allow 35’ of S.44 0.5 Ground Fault Indicator (GFI) 8. 5 8 12 17.000 .$63 / Cubic yard . 257.$83 / M3 Labor Man-hours to install various electrical items: Switchgear – Motor drives: 1 – 5 HP 10 – 25 HP 25 – 50 HP 50 – 100 HP Man-hours 4.000 LF of Conduit: Diameter 0.$67 .500 Cubic Yards / 1.20 2.50 1.$75 .8 12. not Halon or C02).$69 / Cubic yard . The gas is argon – nitrogen / FE .200 / (non-ozone depleting.3 14.55 1.000 LF of Cable: # # 14 # 12 # 10 #8 Man-hours 10.241 / FM .2 10.20% direction/ elevation changes Field installation only n/e 25' above grade or FFL: 69 .5 Average for Field Run Piping Labor units 80% straight run .530 M3 .inert gas.000 SF Facility – Computer Administration.50 2.75” diameter 1” diameter 2” diameter Man-hours 82 man-hours 104 man-hours 124 man-hours 144 man-hours Man-hours to install 1.25 3. Cost per Cubic Yard / M3 of area to be suppressed (2009 Pricing basis): Up to 1.75 3.50” diameter 0.60 5.75 1.Item Man-Hours Door 7' x 3' mechanical opener activated by fob Parking O/H mechanical opener activated by fob Door switch (Magnetic / hinge) Motion detection device Fire Alarm annuciator (single) Fire Alarm annuciator 4 zone Fire Alarm annuciator 8 zone Card access reader wall mounted Smoke detector ceiling mounted Break glass device box 2.000 Cubic Yards / 765 M3$58 .50 6.2.5 Man-hours to install 1.$52 .$90 / M3 1.75 Gas Fire Suppression Systems: (2006 Pricing Basis) Includes storage of gas / bottles and rack and distribution piping system: based on a 4 floor. 05 1 1 2 2 4 4 6 6 Glass Min Max Min Max Min Max Min Max Min Max M-H's per LF N/A N/A N/A N/A 0.88 0.95 9.68 6.060 0.67 0.68 5.50 1.369 4 4 0.27 0.245 Average per M 0.42 3.16 4 0.80 1.36 2.046 0.72 0.07 10.804 Diameter in inches 0.60 3.65 8 0.68 0.85 1.00 0.95 9.05 1 1 2 2 4 4 6 6 PVC/CPVC Min Max Min Max Min Max Min Max Min Max 0.65 0.26 0.05 0.A53 M-H's per LF 0.20 1.85 1.030 0.25 1.804 1.95 0.035 0.65 0.15 0.12 0.206 0.45 4.085 0.048 0.175 0.248 0.32 2.40 3.10 2.48 1.289 M-H's per LF Average per LF 0.245 0.28 0.40 0.Diameter in inches 0.048 0.3 0. Excludes valve installation.30 3.152 0.60 5.07 30 1.05 1 1 0.77 18 0.40 0.85 2.75 0.185 0.349 0.039 Average per M 0.18 0.30 0.95 1.00 1.125 0. brackets.77 0.15 0.25 1.33 0.75 1.07 0.14 0.00 2.14 0.35 2.45 3.15 1.305 0.33 6 0.07 0.34 0.039 0.192 0.57 5.59 0.85 9.47 3.35 13.25 4.65 0.06 0.43 12 0.00 1.86 14 0.512 0.88 10 0.35 2.045 0.08 0.065 Diameter in inches 2 2 0.196 0.15 0.23 0.97 0.12 0.128 0.652 0.232 0.20 13.43 3.13 0.80 7.50 6.26 1.156 0.52 4.96 0.15 0.55 0. valves and any testing 70 .59 0.287 0.11 0.113 0.140 0.383 0.56 4.20 1.33 2.05 0.78 Notes: (1) Hours are for erection of spools / piping runs n/e 25 ' above grade or finished floor level (2) Hours exclude shop or field fabrication.65 4.199 0.225 0.196 2 2 0.23 16 0.652 0.305 Average per LF 0.40 2.761 6 6 Min Max Min Max Min Max Min Max Min Max 0.543 0.05 1 1 0.30 2.128 Diameter in inches 0.70 4.48 0.074 0.65 1.074 0.85 2.21 1.46 20 0.311 Average per M 0.09 0.199 0.015 0. includes hangar installation Includes field welds / joints ISBL Piping Installation / Erection Man-Hours Excludes material and valves Diameter Sch 20 Sch 20 Sch 20 Sch 40 Sch 40 Sch 40 Sch 80 Sch 80 Sch 80 Sch 120 Sch 120 Sch 120 inches 7' Str't 3' Com 10' Aver 7' Str't 3' Com 10' Aver 7' Str't 3' Com 10' Aver 7' Str't 3' Com 10' Aver 2 0.28 0.056 0.43 1.149 0.54 4.50 16.77 7.66 6.058 0.27 0.15 12.15 0.94 1.49 0.26 0.68 0.02 Average per M 0.75 5.248 0.11 0.166 0.48 3.025 0.90 0.75 18.26 1.05 C.185 0.50 2.00 11.021 Note: For projects experiencing good productivity use minimum values.941 4 4 1.65 0.72 7.26 1.05 0.08 0.045 0.046 0.82 0.62 4.31 0.43 0.90 4.90 2.S.465 Average per LF N/A N/A N/A N/A 0.13 0.55 1.49 0.035 0.24 1. hangars.235 0.50 6.030 0.82 0.20 1.388 Average per LF 0.83 7.02 24 0.26 0.255 6 6 Stainless Steel Min Max Min Max Min Max Min Max Min Max M-H's per LF 0.58 0. 15 $3.57 $2.70 $4.(3) Hours include material handling from piping lay down area (4) Cranes / welding machines are excluded (5) Assumes 7' straight pipe and 3' of complex pipe (elbows / tee's / stub ends) (6) Man-hours are for bolt-up's and field welds (not fabrication production welds) For complete piping system including fabrication shop and items in (2) above add 35% to units For OSBL piping multiply above units by 1. 2” and 1” branches and heads: 2009 Cost Basis.02 $2.22 Note on large projects multiply above values by 0.72 $2.79 $7.300 .A53) Fabrication Erection Ton $3.10 $59.850 30 hours per ton 150 hours per ton OOM pricing for overland pipeline cost per M and LF: Includes burial. Piping Values Material Cost (CS .76 $7.27 $2.21 71 .21 51.14 $1.35 $1. backfilling and testing: 2009 Cost Basis: Diameter 6 8 10 12 14 16 18 $ Cost per M 102 131 167 207 228 260 312 $ Cost per LF 31.10 $104. excludes holes through floors and walls.86 $4.59 $4.400 20 – 40 hours per ton 100 – 200 hours per ton Average Value $3.37 $7. excludes painting Miscellaneous Piping Units: 2009 Cost Basis.$4.50 $28.20 Fire Sprinkler Systems: For chemical / manufacturing type facilities on 2 or more levels: Based on 10.25 63.40 $45.000 SF includes CS Schedule 40 4” diameter headers. Ref # 1 2 3 4 5 6 7 System Type Deluge System Wet system (light hazardous) Ditto (extra hazardous) Dry system (light hazardous) Ditto (extra hazardous) Wet standpipe system 4” diameter vertical Ditto 6” diameter vertical Materials Labor Total Cost $3.50 Includes: hangars. wrapping /tapping.78 79.37 95.24 40.35 $4.12 69.85 Note on small / complex projects multiply above values by 1.60 $67.65 $38. the picture of a cost estimator is a guy or gal in the back room with a eye shade crunching numbers – this of course is not the case) there will always will be a demand for competent cost estimators in the foreseeable future. Procurement and Construction” (EPC) big picture. Gulf Coast or North West England). value engineering basics.$68 / LF Off-shore application multiply by 1. detailed design and construction management: Adjustments: • • • • • • • Detailed Design / Engineering add 2.5% . it help’s greatly to have had field experience The individual must understand all elements of the “Engineering. extensive rock ripping. pumping stations.$63 / LF River crossing $26 . contractual arrangements (terms and conditions – types of contracts utilized in the construction marketplace). time management / speed.$26 / LF Road crossing thrust bore $11 .75 As was stated earlier. 72 . the skill – set of a cost engineer / estimator are many. (it’s a demanding job !!! and someone has to do it and the rewards are reasonable).16 Excludes river and road crossings.20 24 364 407 111. all the good ones are usually gainfully employed. computer skills. accuracy. to be successful he or she require a good appreciation of the construction cycle. and ability to roll up his or her sleeves and do what is required to get the job done are other necessities of this profession in addition to an honest sense of judgment and a bias toward orderliness.50 – 2. The profession of Cost Estimating / Project Controls is gaining momentum both from career prospects (stepping stone to upper management) and remuneration rewards. the salary expectations have increased significantly in the last five years or so and although not the most glamorous of jobs (i.24 124.e. a good / competent estimator is hard to find. persistence. construction practices. basic and detailed engineering concepts.e.5% Construction Management add 1% – 3% Rock excavation $21 – $42 / LF Road crossing and reinstall $11 . manpower productivity / production knowledge – compared to say known locations (i. rail spurs. product loading areas etc. • Major Equipment / Freight / Major Equipment setting • Demolition / Relocation of Production Equipment / Refurbishment activities • Excavation / Foundations / Concrete / Flatwork / Formwork and Rebar • Underground and above ground services and utilities • Structural Steel / Platforms • Buildings / Pipe work • Electrical / Instrumentation / BAS / BMS • Insulation / Refractory / Painting • Off sites (work outside the facilities footprint – roads. physical size and location (remote or easily accessible) of the proposed CAPEX project. the anticipated productivity that the workforce will achieve and the date when the project is needed by its eventual facility user.5 SITE SELECTION CRITERIA / CAPITAL COST ESTIMATING DATA SOURCES & ESTIMATING CHECKLIST The compilation of an early front end / conceptual cost estimate (CAPEX) is the first part of interrelated engineering activities in the projects life cycle. This database focuses primarily on the compilation of CAPEX estimates.SECTION A . Estimating Data Sources and provides a detailed Estimating checklist. The CAPEX estimate basically determines the projects cost budget. the end result is to convey the estimated EPC cost of the proposed CAPEX project to the business owner or to senior corporate management. additional CAPEX estimates will be compiled during the projects life cycle to ensure that the project budget is maintained. electrical work. 1 . As the detailed design effort is completed and more project “data” is established. together with the construction approach. This particular section deals primarily with Site Selection.). The challenge the individual compiling an early phase CAPEX estimate is to accurately capture the final costs of the following activities (of course there may be additional activities that need to be estimated). the cost of labor and materials. piping. • The procurement of major equipment and materials (Bulk and Engineered) • Construction Labor / Construction Equipment / Field In-Directs / Supervision • A/E – EPC – CM costs and activities • Profit and Overhead • Escalation and Contingency The extent and magnitude of each of the above cost items (estimate line items) of course is dependent in many ways on the complexity of the proposed facility. in North America. Sales. topics that will be covered are as follows. quality of life issues. some in the US and some overseas. this task force typically would be charged with coming up with a recommendation in perhaps a period of 8 –12 weeks. the steering committee will bring in the expertise of key individuals to process this Site Selection Criteria Report. configuration. community dedication to new facility and employment opportunities. • Project timing needs (normal construction approach. Legal assistance. the more realistic the cost estimate will be).50 – 2 . • Existing facility / site – can a current site accommodate new facility.Yes or No. R&D staff. Europe or in some other overseas location (possibly closer to future markets). Estimating staff. Many times the site selection study might include 3 – 6 different locations. R&D and Engineering will be established to determine a future path forward related to the new product or a new facility. Realtors (possibly if new facility is required). training issues. new utilities (can we obtain them or will we have to produce them). new staffing needs (were will they come from). • Decisions on were to locate new facility. or full speed ahead – damn the torpedoes we need to beat our competitors to the marketplace – money is not the main consideration. operating philosophy. government help or interference. fast track. Purchasing. the Business leadership typically will approve a partial release on the project (say . new facilities. When these decisions / questions have been addressed. A Project Manager. Usually because the project is so complex and the cost of the future investment is so significant to the business. Human Resource staff. Research and topics that need to be evaluated include some or all of the issues above and possibly more. Finance staff. This will serve as the initial Owner Budget (the more detail that can be provided with this estimate. • New Location – closer to marketplace. • Size of facility.Site Selection Criteria and Business Decisions: The typical approach regarding site selection is that a steering committee made up of senior management – line staff from Finance. perhaps the services of a third party A/E firm. can existing buildings be reconfigured. The individuals / team that would produce this work effort include: Corporate Engineering staff. future expansion considerations and flexibility (could “modules” be sent to other operating locations). • Land and Construction cost issues (see above).$0. Operations. can we get grants / special treatment for locating a large number of employees into this community – Yes or No. is the current infrastructure capable of such a significant expansion . • Need for new product or expansion of current product identified. Operations / Facilities Management staff. getting the product into stores ASAP is the main driver). Engineering firm (EPC). any boring logs. typically the construction manager or the owners estimating resources will compile a number of estimates to confirm and control the cost of the future facility. Room Sizes / Conceptual Architectural Finishes.e. the owner will enter into a contract(s) for detailed design and construction management services. this will be compiled by an A/E . Project Schedule Recommendations / Considerations / Major Milestones to complete facility. waste water and electricity). Warehouse / storage requirements. if the cost estimate / economics are still positive the project will be partially or fully fund and allowed to proceed. List of Major Manufacturing / Equipment needed in new facility. Site-specific considerations. this will allow some conceptual engineering to take place. Services / Utilities / Energy requirements (water. any Process Flow Diagrams (PDF’s). an environmental assessment report. another important and key deliverable will be an additional cost estimate. Size of land / property requirements i. a major equipment list) priced out were possible). any Property Conditions Assessments (PCA). Facility Control Philosophy. To produce an accurate front end / conceptual estimate some engineering data will many times need to be produces this includes: A scope of wok statement. Headcount of future personnel / staffing requirements. Best location for product manufacture location determined (i.$ 2 Million) typically 1% to 2. facility needs 10 acres to adequately support new facility. Codes and standards to be considered. Environmental issues. any modular / pre3 . After conclusion of this front-end report. Layouts of Major Equipment and Utilities. close to raw materials / close to future or current marketplace). Future sales of product established (partial funding need for some Front End engineering / analysis required). Layout of main roads and possible rail requirements. a site development layout or plan – indicating the utilization of the property. or 8:00 AM to 6:00 PM.EPC firm when the design concept is 5 – 10% complete (of the final construction / engineering deliverables). Size / Footprint of Facility – Plant. Cost Estimate +/-25%. Topics to be that should be considered in this frontend concept study include: • • • • • • • • • • • • • • • • • • • Scope of Work Statement of the “total” project.5% of the project budget for the services of an Architectural / Engineering firm (A/E) . Operating philosophy (365 days a year and 24 hours a day. The Site Selection Criteria and Business Decision (Front End Study) should perhaps come up with 2 or 3 locations for senior management to consider and to make the final decision on were to locate the new facility. Procurement and Construction (EPC) effort. so this second estimate is basically used to confirm the owners “first” initial cost estimate. gas. if the project is released for execution.e. during the Engineering. any preliminary engineering reports. for a front end concept study. The majority of general sources of engineering / construction . The selling price of equipment. product availability. The US Commercial Service and other similar agencies). An analysis of past data and trends. disruptions (think of what is happening in certain West African countries were production facilities have been sabotaged and expatriates have been kidnapped. consider also future escalation / inflation and possible future labor increases. Calculating / fine tuning this data.assembly assessments an d studies. material costs. the general worldwide economic downturn of the last two or three years and the “knock on effect” these events have had on business and prices. historical performance databases / “in house” cost record systems and of course annual estimating databases similar to this publication. weather. escalation or inflation. together with current latest data and forecasting future developments / risks into the near future (say 2 or 3 years or possibly longer).e. Other forms of cost data are completed project close out reports. 3. A number of cost indices have been developed to maintain / measure changes costs. shortages of key materials and construction professionals. material and services change ad infinitum because of new technology advances. also consider the ramifications of crude oil costs that have recently exceeded $140 a barrel in mid 2008. major equipment etc. The forecast of a capital projects final cost value involves looking down the road: 1. annual cost increases this is known as.related economic data are provided by various specific country government organizations (i. The following is a listing of general data / cost indices / information sources specific to capital cost estimating. hopefully some of the data contained in this publication will be beneficial in future front-end estimating efforts. labor productivity. some professional societies have presented technical / guidance papers and provide some insight into global construction costs – some of these professional societies are listed later in this section. the second Gulf war. is a difficult undertaking. trade groups and trade / business publications and specialist cost / estimating consultants are other good sources for this data. The objective of this section is to provide the reader with information / data sources specific to acquiring historical and current cost data specific to the Engineering. collecting and forecasting the significant variables such as. Procurement and the Construction (EPC) effort required to complete “chemical / process” CAPEX capital project(s). Capital Cost Estimating to be “accurate” requires the skill set of analyzing and forecasting the future costs as they relate to engineering and of course construction activities. think of recent events such as the oil crisis in the 1970’s and 2008 the 9 / 11 WTC terrorist attack in 2001. this includes future strikes. Capital cost estimating is at best an inexact activity. Some frequently used indices are: 4 . labor costs. together with any blocking diagrams showing location of current new facilities. consider oil price spikes. 2. calibrating. fine tuning the CAPEX estimate to allow for possible future trends to compensate for any reasons likely to cause deviations from the current and future knowledge of the marketplace. facility / building sections and elevations. Calcutta. Dow Jones. France. Tokyo.Historical Cost Index’s / Indices • • • • • • • • • Dodge Building Cost Index U. Canada. Frankfurter Allgemeine. Paris. Thomas Register of American Manufacturers.S. J. India. France. U. N.Capital Cost Estimating Data – Providers / Sources / Annual Data Publications: There are a number of capital cost estimating data providers in North America / Europe these include: • • • • • • • BNI: Compass International: Laxton: Marshall & Swift: R. South China Morning Post.S.K.S. The Financial Times. Morris Plains. The Daily Telegraph. Le Monde.Y.Y. Means & Co Construction Cost Index Compass International Cost Data Index George A. U. International Herald Tribune. Australia. N. Wall Street Journal. London. Hong Kong. Melbourne Age. Fuller Company Index ENR Cost Index / Construction Economics American Appraisal Company Index Nelson – Farrar Refinery Cost Index Chemical Engineering Index (Magazine). Chemical Equipment. New York. Japan Times. Toronto. N. McGraw Hill. (Chemical Engineering Plant Cost Index) General Economic Data (North American and International) • • • • • • • • • • • • • The Economist. N. New York. Means: Walker Publications Spons (UK publication): Cost Engineering Data for possible use Process / Manufacturing Industry . Cahners. Bureau of Labor Statistics indices R. New York. London. Thomas. Financial Post. 5 .Y. Japan. Germany.K. These issues could include: • • • • • Estimate basis (inclusions / exclusions / drawings with latest revision and date / specifications used in the estimating effort). Preliminary / AFE or Lump Sum tender submission can be thought of as a series of questions and answers posed to the estimating team responsible for the CAPEX estimate. Subsequent to the range of capital cost estimating methods / techniques earlier described have been completed. Undeveloped engineering / scope. Quality of scope document. 6 . Specific project risks. Bulk material quantities (how were these determined). the most important question to be asked is of course. is the capital cost estimate complete and reflective of the scope of work document or bid package the client or engineering firm has provided. this is “the” question that needs to be tabled at the estimate review meeting.Construction Industry / Magazines / Publications: The following are two “general construction” related magazines that can be helpful in providing cost data / historical data for future CAPEX estimating efforts: • • Engineering News Record (ENR) Building (UK) Professional Associations and Societies: The following is a listing of USA and international “cost” related professional organizations that can be helpful in providing cost data for future CAPEX estimating efforts: • • • • • • • • Australian Institute of Quantity Surveyors (AIQS): The Association of Cost Engineers (ACostE) (UK): American Society of Professional Estimators (ASPE): Canadian Institute of Quantity Surveyors (CIQS): Association for the Advancement of Cost Engineering International (AACEI) US based: The Dutch Association of Cost Engineers (NAP / DACE): Royal Institution of Chartered Surveyors (RICS): UK based: Society of American Value Engineers (SAVE): Estimate Review Requirements / Assessment of the completed capital cost estimate and calibrating to internal / external industry “norms” and management approval: A management review of a Capital Cost Estimate be it a Front End. a number of other important topics / issues must be reflected on and evaluated upon to finalize the total capital cost estimate or bid. Labor productivity basis. Political outlook. cost of concrete per CY / M3. Performance guarantee. Incentives from state / host country. The benchmarking review / audit / validation effort is initiated by comparing major project cost elements for example. Take off allowances. Cost impact of T & C’s. New technology. Bidding climate / competitors. sometimes this situation is not feasible due to time constraints and economic factors. labor and bulk material estimated costs / percentages V’s typical norms / ranges for the process industry. Engineering / estimating errors. Escalation / inflation rates should be considered and compiled in relation to long lead equipment purchases. man hours per LF / M of process pipe etc. Current market conditions. Validity of bid 30 days or 90 days. Currency exchange rates. engineering man hours per piece of major equipment. After these topics / issues have been discussed / modified /agreed to and if necessary missing scope items have been discovered and the errors have been incorporated into the capital cost estimate. Specifications to be used (industry standard or owner produced specs and standards). Consequential damages. Plus many more project specific situations.• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Evaluation of the quality of the engineering deliverables upon which the capital cost estimate is based. Overtime / shift work allowance. Import duties. Warranty costs. engineering costs per piece of major equipment. Penalty clause / liquidated damages. A detailed risk analysis should be conducted with the key project “players” to determine what level of accuracy is required based on the goals of the project. Bond requirements. this is typically done by owner companies when reviewing a estimate from a EPC firm. labor and material categories.0 times the major equipment or 5. Profit margin.0 times). hopefully by (an in house expert) or by a third party / outside expert.0 times or 6. taxes. Engineering / estimating omissions. the capital cost estimates “correctness” should be confirmed by an independent audit / benchmark comparison. General contingencies / resolution factors. Design build / lump sum / GMP / fast track. Project approach. refer to section A 3 Estimate Review sheet for examples of this benchmarking data. Design growth allowance / resolution allowance. Payment terms 45 days (finance costs). 7 . Hourly rates for engineering / procurement and construction. ratio of major equipment to total installed (is it 4. VAT. this document. it is imperative that this “basis of estimate” is adequately documented and described. Off sites. cost per SF / M2 or per H.O.) . ORGANIZATION / CODE OF ACCOUNTS (C.B. Instrumentation / controls. How was the detailed design cost determined? How was the construction management cost determined? How were the escalation / contingency / management reserve costs determined? How was the sales tax cost determined? How was the plant hire / construction equipment cost determined? How was the equipment maintenance cost determined? How do the material to major equipment and the same with the construction labor ratios look to similar projects? This benchmarking data should be collected and calibrated for all future capital cost reviews. Piping. percentage method or based on complete take-off. is overtime included / shift work. cost per acre.3 Estimate Review sheet(s) for examples of this and the ratio / percentages and general capital cost estimating standards and guides previously mentioned to make certain that the capital cost estimate is reflective as much as possible to the current scope of work statement and is in line with the companies “historical” installation norms be they in-house estimating standards or external estimating standards. SF of formwork used in concrete unit cost. These questions many times will prove to be useful and in fact will be a QA / QC tool. Painting / insulation work.P. cost per ton Major Equipment / Processing – Chemical – Manufacturing Production Equipment.After this activity if time is available: Key project elements such as. Electrical work. m / hs per LF /M or man hours per ton. cost per CY / M3. Execution approach is the project fast track.S) OF COSTS REPORTING 8 . many times management will ask more questions during there review. Following these benchmarking reviews / auditing / validation activities the capital cost estimate is ready to be approved by upper management. If the capital cost estimate is a lump sum bid then this will be the baseline document for future change orders and possible future claims. pounds / kg of rebar included in the concrete unit cost. Cost per piece of M. Concrete. they can serve to improve the accuracy of the capital cost estimate and in addition ensure that the historical company data base is accurate / useful and is being used in the manner it was established for. cost per bubble / device. • • • • • • • • • • • • • • • • • • • • How was the demolition cost determined? Civil / site works.A. how is this estimated.E. this “completed” capital cost estimate.WORK BREAKDOWN STRUCTURE (W. How was the fire protection cost determined? General buildings unit costs cost per SF / M2. together with the milestone schedule and a narrative of the “basis of the estimate” will be issued to management. cost per I/O. Structural steel. These metrics must be judged against related / similar capital projects (refer to section A . Painting.S. Site work. The C. review of the project’s budget. A. or sometimes referred to as work breakdown structure W. S.B. 16 division format. B. J. Major Equipment (M. forecast to complete.O. 9 .B.A. M. Civil / Concrete. accounting and purchasing.Capital cost estimates have to be arranged in accordance with a pre-established cost code accounting structure (code of accounts C. Insulation / Heat tracing.O. C.A. H. The capital cost estimate should be compiled for example in a system / format indicated below or similar. / Breakdown (note this example is based on the C.C. / C. D. F.E. Instrumentation / Controls. N. Installation of M. typically each owner company has there own system that they have established over the years for collecting costs and expenditures.E. B.A. scheduling. E. B.).A.S.O.S. Roads and Concrete Paving. L. expenditures and commitments and performance is then reasonably straightforward and can happen on a pre-determined schedule. I.O.). / W. cost control. / W. Facilities / Buildings. K. G. Minor miscellaneous. Division Number Work Item 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 General Requirements / General Conditions Site Construction Concrete Masonry Metals Woods / Plastics Thermal / Moisture Protection Doors / Windows Finishes Specialties Equipment Furnishings Special Construction Conveying Systems Mechanical Electrical Systems Below is a typical Industrial / Process facility . Electrical. The following is the Construction Specification Institute (CSI) Code of W. S. Structural Steel.I. Freight. Piping. that is described in more detail in Section B 2. serves as a project control tool for data collection related to estimating. A.0000 20. Spare Parts / Vendor Assistance / Client Costs / Training / Expense items.O.5000 04.5000 02. Finance Costs etc.) categorized by types of construction.0000 45.0000 60.2100 20.0000 57. R. Q.0 Work Description Field Direct Costs Demolition work (E) Asbestos removal (E) Rehab of existing facilities (E) Site Work Piling Concrete Structural Steel Platforms Buildings Major Equipment Major Equipment setting Agitators Blenders Emulsifier Other equipment Piping Valves Electrical Instruments Painting Insulation Fire Protection Vendor Assistance Other Other Categories 80. Sample / Representative Codes of Account (C.): COA / WBS No. Contingency.) Work Breakdown Structure (W.0000 50.0000 83.5000 40. The following gives an illustration of various types of work description / code of accounts (C. Off-sites.S.xxxx 81. Engineering / CM / Validation / Start-up.M.0500 20.O.1000 20. this format can be used in establishing and setting up the estimating structure during the estimating effort. T. such as Land Purchase. Staff 10 . Other items.0000 Field Indirect Costs Temporary Construction Facilities Permits / Testing / Surveys Field C.5000 00. U.O.xxxx 00.0000 03.0000 82.2000 20.0000 01.B.0000 03. Owner Costs / Owner Provided Equipment (OPE).A.6000 00.xxxx 30. V.0000 62.0000 61. W. O / H and In-directs / Field In-directs.0 – 79. Escalation / Currency Impact / Taxes / Import Duties (could be included with (C) above / Grants / Incentives.0000 30. Construction Equipment / Fueling / Maintenance.0000 20. P. 00. S.0000 55.7000 01. change orders.84. i. 11 .0000 101.0500 95.1000 Total Project Cost Grants / Incentives Other Project Related Items Operating items (E) Possible expense items.e.7000 Engineering Office Costs Project Management Engineering Design CAD operations Home Office Construction Inspection services Purchasing / Contracts Estimating Value Engineering Planning Project Support Services Profit / Fee Various Taxes Future Inflation Contingency Other 100. claims. retention release. labor rates. The actual costs incurred.0000 98.0000 99. handover of O/M documents. down time related to weather conditions or strikes. –500 700. Related information regarding specific productivity / difficult conditions.0000 86. special construction equipment used.0000 87.2000 96.5000 99. material unit prices. this cost data could be divided into two categories. there may be a reason that our benchmark for installing pipe is 25% above industry norms.0000 94. certificate of occupancy must be fully completed before a project can be fully “deemed” completed.0000 96.xxxx 91. Historical / Cost Data / Feedback A construction project is unfinished until the site is de-mobilized and the outstanding punch list is fully completed.5000 94. .5000 85. the man-hour production rates.0000 99. final accounts. 200. at various job sites. fabricated at site using overtime to play catch-up. shift work and any overtime work.0000 84.0000 92. this second category can assist in explaining why certain costs / benchmarks are high compared to industry standards. major equipment costs should be fed back from the field to the cost estimator / engineer.0000 96.0000 Equipment Rental Equipment Maintenance Small Tools Consumables Commissioning / Start up activities Other 90. release of liens. back charges.0000 88.5000 97. what it actually cost.0000 93.0000 93.6000 99. • • The actual cost data information (the raw data). -199. entrance points. 12 . Existing buildings / facilities should be reviewed. The subsequent checklist should provide a roadmap to the cost estimator / engineer in assessing the cost values / budgets and allowances needed for capital engineering / construction related project(s). Existing fences. It is suggested that the cost estimator / engineer utilize this list as a starting point and future tool in developing an “all encompassing” capital cost estimate and as a means for extracting the intent / definition that is indicated / depicted in the scope of work. Review Off site facilities. as mentioned before the cost engineer / estimator should were possible visit the proposed site and endeavor to make a video tape recording / or as a minimum take photographs to supplements notes and a condition assessment of the project site and make detailed sketches of general areas when photography is not allowed as is sometimes the case. Prior to the commencement of the capital cost estimate effort it is essential that a estimating plan / responsibility matrix is established together with the crucial dates of when key estimating related activities need to be completed. location. this plus the collection of magazine articles.L. Items to research and check on at the site include • • • • • • Buildings / Facilities / Areas to be demolished / revamped. revamp or new work. work (piping.S. To be consistent from one project to the next a detailed capital cost estimating checklist is indispensable and crucial for this ongoing work effort. existing and proposed access roads. these will be necessary to gain access to the site and to perhaps allow wide pieces of major equipment or construction equipment to get onto the site. non union or merit shop. Amine Plant and Research Laboratory expansion etc. i. O. especially if the scope calls for modifying these existing facilities. This data collection will greatly enhance the company’s capital estimating tools and could give the company a competitive advantage in the future. specifications or indicated on the drawings. Hazardous materials removal i. Prior to commencing the site investigation and in order that they can appropriately communicate actual physical conditions to other individuals involved with the capital cost estimating / proposal / engineering effort. As you would expect all costs related scope of items must be painstaking considered / estimated and included in the final CAPEX estimate. utilities. (just think about were are the in-directs mentioned.e. were is the freight and vendor assistance documented – many times its not) these work items are however required in the execution of the project. cost data books and any technical papers. were is the construction equipment spelled out.B. union. asbestos or lead paint. The cost estimator / engineer should play an important roll / part in the site investigation effort. potential make-up of the bid package(s). general conditions (preliminaries) and bidding instructions and the estimate / proposal due date. drawings and specifications.P.This data should be categorized by the type of facility it is.C. Sulfur Recovery Unit. project are not incorporated or mentioned in the scope of work statement. Using this list and possibly taking it to the proposed project site should prove beneficial. specifications. drawings. any other items that will need to be estimated). he or she should become cognizant with the scope of work. Inestimable cost related items in a new or revamp CAPEX E. Extent of site. it is the cost estimators / cost engineers charge to ensure all these countless items are “scoped out” evaluated / estimated and incorporated into the completed CAPEX estimate.e. The Chemical / Manufacturing Process • • • • • • Types of chemicals / materials produced (hazardous.S or by possible bid package. exclusions and qualifications. utility flow sheets / equipment arrangements / layouts. should future expansions be planned for? What are the project’s products are there any problematic by-products. JIT considerations. storage tanks. influence labor productivity and much more. The list is not intended to be complete. Schedule normal or fast track construction effort. 13 . What level of completeness are the P. railroad car. D. It is the Cost Estimators / Cost Engineers role to ensure that the following activities are compiled prior and during the capital cost estimating effort. Determine which work elements will be sub contracted. consider it a “work in progress”. Permitting issues and requirements. What is the new plant production capacity. ’s / P. (This will many times need the guidance / input of senior management) 4. Productivity issues related to congested / crowded work area or working in an existing production facility.e. truck. Project Unique Conditions • • • • • • • • • Complex chemical / manufacturing process. 2. i. Consider profit / mark up / contingency / risk items. D. F.e. toxic etc). Consider schedule issues. 5. Storage capacity of plant. or every couple of years. Modernization / revamp or new construction. drawings. Quality of engineering deliverables.• • • Review potential lay down areas / temporary offices / trailer locations / warehousing areas. minimize construction equipment usage.e. The following list includes numerous topics / items / questions. requiring significant process control systems. 1. specifications and any as-built drawings etc. Poor or well defined scope definition. 6. Gather / collect all related engineering deliverables / estimating data. & I.B. that should be added to on a regular basis. ’ s. and shift work. barge. by W. fast track construction. Working inside an ongoing manufacturing facility. weekend work schedules if deemed necessary. warehouse. 3. Consider the establishment of the “basis of estimate”. pipeline or conveyors. Means of transportation of raw / finished product. equipment and material specifications. major equipment. Evaluate existing pipe racks and any other key elements / tie in points / features of the site that will influence / impact material handling. Determine all direct / indirect cost items. Union / Non Union work force. i. piping. utilizing overtime. Compile a list of work to be estimated. instrumentation lists. ships. i. ) or British (B. public liability insurance. what is the status of this. witness testing. S. can these requirements be achieved by the local vendors / suppliers. were would the cement. 14 . Any long lead delivery items. How will we handle warranty issues – how long a warranty period would be beneficial to the project. Is vendor assistance / start up costs required with this CAPEX estimate. German (D. workers compensation. air packs. what spare parts are required. Environmental Issues • • • • • Who is responsible for project related permits. has it been prepared and submitted to the appropriate federal / state authority. Any special contractual terms or conditions required.S Codes or international i. Insurance issues – how will we handle. and umbrella insurance needs.N. What are the owners warranty needs and requirements / is there any unusual warranty requirements / performance guarantees.• • Continuous process / batch process 24 / 7 / 365 operation. concrete delivery trucks. CSI or EPC Contractor’s. any classified areas). how will we handle factory visits / inspections. Are any out of the ordinary pollution monitoring / control measures required Specifications / Codes • • • Which specification standards will be used Owner’s specifications. Owners T & C’s or EPC firms T & C’s. is client imposing preferred vendors that we must utilize.I. QA / QC requirements. Coordination procedures which organization will develop these and when. fire. Worker protection (bunny suits. concrete pumping equipment. Procurement – Contracting Issues • • • • • • • • • • • • • • • • • • Which organization will purchase the engineered bulks and commodities? Are we able to purchase equipment and bulk materials close to the jobsite? What is available locally / experience with local vendors and sub contractors.e. BAR.) European specifications etc. Has a Project Condition Assessment (PCA) been compiled? Do we know if the project has asbestos. property damage. lead paint or mold conditions? Has Environmental Impact Statement required. U. Any owner involvement / owner provided services / equipment items. Will a concrete batch plant be needed. stone and sand come from. Metric / Imperial measurement system. Terms and conditions. warranties. are we responsible for inspections. Availability of qualified sub-contractors / vendors. Will purchasing be carried out at the site or from a home office? Any special taxes or import duties required B & O taxes. What are the storage / protection requirements specific to the long lead equipment items and locally produced equipment / materials. existing or imported and were the imported fill will it be obtained. Federal any other permits needed such as fire marshal. Local Township. plot / grid out its location and describe the type of fill required. Building. converse with individuals associated with these plants. do we need to heat concrete in winter months. were will surplus excavation go to. what are these requirements? Types of contract.Geographic Information / Climatic Conditions • • • • • • • • • • • • • • • • • How many days do we expect / need to estimate for work stoppage due to snow. Purchase / get hold of city / state maps indicating overall major and minor roads. Elevator. yellow pages. where is its sources (borrow pit) located. how would this be done. If imported fill material is required. does fill material need to be consolidated to high tolerances . what does it cost.• • • • Will modular / pre-assembly construction methods be utilized? Will piping systems be fabricated on site or off-site? Testing obligations. does any temporary roads need to be constructed. Will de-watering of the excavations be required. Look at geological and subsurface data (rock. will water tankers / trucks be required to minimize dust on temporary / permanent paved area’s / roads. Environmental restrictions / environmental impact study are they required. topsoil etc. For site work / excavations. ports and airports. GMP or unit price: General Data . Is engineered material / imported fill required. do they need to be removed at the conclusion of the CAPEX project. Other industry / similar plants in the local area. lump sum. crusher run. stone. on site or an off site location do tipping fees need to be evaluated. underground foundations) contact local consultants if time permits. If this is the case. this is a major risk item that needs to be evaluated. Obtain the point of view of the local community to the “project” and future local zoning project issues. railroads. State. Become aware of the population of each local town / get copies of local telephone books. rain or heat.95%. have 2 or 3 trial pits dug to see initially what the soil characteristics are. find out what problems they encountered. what types excavation equipment will be needed for excavation and removal off site. Brainstorm ideas related to alternative site location(s) in local area / adjacent or closer to main highways and utility sources. Noise. will sheet piling / timber shoring be needed for deep trenches and other deep excavations. bring back to office if possible. water table. What is the average depth of frost penetration. are any new houses needed to house future operators. do we have to set up a temporary facility. 15 . Find out if any part of the site is a fill area. Be aware of the existing water run off / drainage system for the area. how will equipment be transported to the site. Consider any consequences of delays in obtaining local / state permits. will we need to set up a maintenance shop on site to maintain and repair this construction equipment? Planking and strutting. running sand. Cost out required permits. Pollution control / treatment requirements. determine the prevailing wage structure in the local area by carrying out a labor market survey. or do we need to provide additional cranes / forklift trucks / storage areas etc. can modify them into temporary office locations. i. this will impact the start date of deep excavations. will they be maintained. when will they be installed.e. 16 . bus. can we use merit shop contractors. obtain the names and location of union locals / halls in this area. Are any on-site areas. storage or pre-fabrication areas. Meet up and thrash out with local contractors / state employment departments construction skilled and non-skilled worker availability. If this is an open shop construction project. for equipment / materials handling. lay down.). cranes trucks and back hoes. what about servicing of these vehicles. Carry out a labor (skilled and unskilled) cost and availability evaluation. computerized bar coding. does any work need to be done on these facilities that needs to be estimated. special working conditions. are any other large construction projects planned.e. who will install them contractor or owner. Are temporary / permanent access roads / airfields / railroads required. rainfall.• • • • • • • • • • • Will a temporary construction sewer / drainage system be required. What are the safety requirements for the project (hard hats – goggles)? Will we need to bus the labor force to the jobsite? Will we need to buy or rent vans and buses for the duration of the construction effort. (snow / ice / rain / monsoon / Chinese new year / hunting season etc. Will we need to erect change rooms for the workers? How will we handle small tools / consumables? Make inquiries on the local economic environment with respect to projects effect on wage rates and worker availability. Is the existing capacity of harbors and other material handling facilities adequate. airport or port. office or storage areas vacant. bonded warehouses or marshalling area? Are any unique facilities called for. Is there any seasonal limitations / restrictions / holidays related to the construction effort that will slow the construction effort down i. What is the conditions of existing highways / roads / bridges / head clearances under bridges / weight capacity of existing bridges / width of road etc. i. Find out what the distance / transportation route is from existing public transportation facilities. Get hold of minimum – maximum temperature. obtain copies of all current union agreements / obtain current hourly wage rates / rate expiration dates. removed at project completion. talk with local union business manager. will this have to be removed at project completion. and snow averages by month. can these facilities support the construction effort. Is off-site storage required. Is there any overhead electrical lines or other piping systems / structures that will limit construction operations.e. Field Labor Topics and Issues • • • • • • • • • • • Will we need to hire a large percentage of third country nations (TCN’s) because the local labor force lacks welding and electrical installation skills? Do we need to establish temporary housing camps? Will we need to establish a cafeteria / camp to feed the workers. railway. is this a union construction project. Will there be a need for temporary barricades. will these be required.e. i. Which organization provides temporary / permanent office equipment furniture. lights. can we use river water during the construction effort? Will any established pipe / structural steel fabrication facilities be required. will these need to be established and maintained. parking areas. lay down areas? Can we use the permanent housing on the project as temporary housing for the field construction workers? Do temporary facilities such as washrooms. partitions. do we need to pay per diem’s / travel allowances etc to attract suitable workers. Are existing buildings / facilities available for temporary construction use i. change rooms and toilets currently exist. Is an adequate amount of electrical power available or will temporary / portable electrical services be required. Can any of the permanent / completed buildings / facilities to be constructed be utilized by the contractor on a temporary basis during the construction effort. will these be left behind for future facility operations? Will we need to establish any fuel storage facilities for refueling construction equipment? Will we need to consider the purchase or rental of helicopters or fixed wing aircraft during the construction effort? Is there any likelihood for union / non union tribulations / sabotage between plant operating personnel and the potential non union construction workforce. copy machines etc. QA / QC issues how will this be handled. vans or buses. will transportation need to be provided. Will the contractor be required to provide temporary storage / office space / services / staff for owner personnel and future use. When the project is complete will the owner take over any of the contractor’s temporary buildings / facilities / warehouses or must the contractor remove these temporary facilities at the completion of the project. Is potable / drinking water available were is it located and what work is required to bring water onto the site. Field inspection / NDT X Ray testing facilities.• • Weigh up worker commuting distance that may limit the hiring of qualified workers. Do we need to set up and maintain a pipe and structural steel facility? Local Site Specific Conditions • • • • • • Are any temporary / permanent road . what is the cost of this effort. Is ample hotels / housing / rental property obtainable in local area for contractor professional staff members and field construction force. computers. storage or temporary offices. phones supplies. can these facilities be utilized during the construction effort. flagmen and traffic control. does 17 .e. Temporary Construction Facilities and Site Utilities • • • • • • • • • • • • • • • Are temporary water storage ponds requires Do we need to establish brass alleys. will per diem costs / travel expense is required. bridges required for the construction effort? Will we need to drill water wells. how will this be handled. How will we estimate the field office administration staff. Is there a source of ready-mix concrete nearby. Equipment (Construction) Third Party Rental • • • • • • Will there be any problems mobilizing equipment onto the job site i. 3. port / ocean logistics. fence removal etc. how will this be handled. overhead electric lines. safety glasses. Communication requirements i. Are there any restricted / no go areas that the workforce can not enter (clean rooms. telephone / fax / internet / e-mail / walkie-talkies / video conferencing.• • • • • contractor need to establish a separate entry gate into the site. bridges height / length of equipment. what special working necessities / practices are required. safety needs (hard hat. If time permits visit some of these firms. Will temporary foundations. mixer etc)? Subcontractors. warehousing. Will construction related equipment maintenance / repairs be handled in on-site. Safety. Health. or can we utilize the owners guard force. manufacturing areas etc) Is any winter / dust protection required. Will there be a need for a full time safety engineer / manager. and Security Issues • • • • Will full time / part time security / guard force be required. addresses / telephone numbers of local vendors. should we hire / consider local equipment or will contractor owned equipment be utilized. are temporary shelters. what is its unit price of various grades of concrete. visqueen partitions. Will we need to establish concrete batching g plant (silo’s.e. barges. telephones. 18 . fax’s.e.T.000 and 5. hard standings be required for heavy lifting equipment (gin poles). is this a ”right to work” state.I. concrete pumping. safety shoes). orbital-welding machines. can it meet our QA /QC specifications.e. drawings. hot work permits and weekly or random drug testing. Vendors and Local Material Suppliers • • • • Obtain names. what is the plants daily production rate. pipe racks. Identify unique types of construction equipment the contractor must supply.000 p s i. width of roads. Will there be a need for helicopters or fixed wing aircraft. i. slip forming equipment etc. suppliers and specialty construction sub-contractors. What construction equipment will the contractor provide. special clothing required or specific weather / dust protection to the existing / new facilities Is the new project within an operating plant / facility. gates. furniture and stationary? Will construction staff / workforce be exposed to toxic harmful / chemicals / materials. Do we need to consider / establish a facility for site manufactured concrete and structural steel and its subsequent removal? Will any bar coding requirements be required / J. pipe bending equipment. together with copies. Cultural shock. Completion bonuses. the local construction industry follows the French methods / model. 5. Likely risks and challenges. full time or part time. The overseas country’s historical bonds and current relationships to North America and Europe. 1. what are the needs for visa’s. Availability of English speaking managerial. procuring and constructing a chemical plant / manufacturing facility in an overseas country present many out of the ordinary challenges. commissary etc. Does the cost of medical facilities. 5. 1. Lack of home comforts / family pressures. 2. 4. technical and administration staff. The intent in staffing an international project is to provide equitable compensation to the employee to offset real and financial disparities during the assignment. Procurement and Construction phases of the project. 2. Work pressures (not unusual to work 60+ hours a week) The pluses of an international work assignment include. Contact with friends occurs. 3. Interesting job assignments. Engineering.• • • • • Will special protective clothing / equipment / training be required at the site during the construction effort? Will fire watchmen / protection be required during the construction effort or during shut downs Will TV monitoring / security fencing be required during the construction effort. school(s). Any restrictions / limitations on the use of expatriates / third country nationals during the Engineering. 4. Medical support will it be required (doctor / nurse / first aid staff) at the construction site. these include. 3. 6. Increased job responsibility and experience. training facility. Research the current political climate / stability and how these major issues will impact the engineering / procurement and construction cost and schedule. 6. friends and experiences. Lack of family contact. Increased earnings. 7. Personal difficulties / new situations. International travel. examples of this is that when doing work in Africa such as Togo the language is French. 3. 2. work permits and temporary residence. 19 . need to be included in the cost estimate? Unique Conditions of Overseas Capital Engineering / Construction Projects When an employee is transferred to an overseas country he or she generally goes through a degree of real or imagined inconvenience. from a capital cost estimating point of view the following: 1. will work force be subject to drug testing. The minuses of working overseas are. New challenges. While constructing or functioning in an overseas country. is bid to be expressed in US dollars or in local currency. construction contracting methods and practices. care must be taken to fully conform (learn the rules and play the game) to local regulations / bureaucracy and practices. and last but not least the size of the contingency fund and how it will be expended. water. It is prudent to be on reasonably familiar terms with the history. productivity could be anywhere from 2 to 3 times the US Gulf coast. harbors. B & O taxes and local tariffs. 14. should we consider the least expensive engineering location. i. electricity etc). Exchange rates / fluctuations in currencies. Local country incentives. an understanding of this situation and the logistics of working through these problems coupled with the financial ramifications of this situation needs to be fully understood and valued and incorporated into the business start up costs or proposal / future capital cost estimating efforts. this will hopefully smooth the progress of better public relations and enhance understanding by the local populace. planning and future potential work. airports. tax holidays. any related venture / investment costs should were possible be incorporated into future proposals / capital cost estimates to recover this overhead / development set up cost. business procedures and applicable country laws. Perform a detailed market research of the targeted country prior to establishing a presence.questions that should be raised include. (a) were should the detailed design be completed. key events and general background of the specific country and the proposed CAPEX project. banking regulations. while less developed countries (3rd world) lack this basic infrastructure (lack of major roads. i. By being on familiar terms with the country’s potential industries / business / growth prospects will many times enhance current and future forecasting. Bulk and engineered materials / major equipment were will we obtain these materials and major equipment items. Availability of U. Does host country impose / mandate local purchasing requirements. 4. 6. The strategic planning / risk tolerance and the decision to invest / pursue work in a specific overseas country is typically made by corporate management.e. telecommunications services etc. VAT taxes. Host Government political agenda. 7. can it be completed locally. Appropriateness and availability. Imported or domestically produced major equipment. 10. 9. low cost loans and local inducements / incentives. payment terms and conditions. rules and import / export regulations. Indian. 8. and of local qualified skilled labor. plus a whole host of other issues. QA / QC issues.e. Be aware of labor productivity V’s North America and Western Europe. Government investment insurance or other ones such as COFACE the French equivalent. Underdeveloped countries 20 .) necessary to support a new capital project. (b) were should the procurement effort be in North America / Western Europe or (c) in host country or adjacent country. 13. bank transfer rules. Government monitoring / special documentation. 5. 15. together with the cost of expatriate TCN’s / local personnel. import duties. Developed countries (1st and 2nd world nations) usually contain the basic infrastructure (roads. sales tax. Local taxes. 11. 12. Are there any anti-trust / trade restriction practices currently in effect. estimating. harbors. Venezuela or China. Understand the countries local economy / engineering.S. i. this ”freight” item is many times understated and is many times delayed. insurance coverage etc. • Health status / ability to travel to various overseas locations • And current family situation. these individuals are much more cost effective. major equipment. due to no import duties / tariffs being levied. Each and every staff member is not appropriate for an overseas project assignment. bills of laden. importation documents. Norway. divided / separated 21 . women to wear dresses / robes “burka” that cover all parts of the body in public. means of delivery equipment engineered and bulk materials delivery and ocean freight logistics if required and insurance requirements. it seems to drag on for ever) this should be considered and understood when compiling the proposal / cost estimate. documentation and inspection QA /QC activities when compiling the cost estimate / planning the schedule for engineering. services. To have a successful project the project team should have a reasonable knowledge of the local contracting traditions / customs and business practices. each potential applicant should be conscientiously evaluated / considered and equipped / trained for his or her foreign country work assignment. materials. Transferring staff overseas for an extensive duration will necessitate some essential front-end training. i. A number of countries have a lot of public / religious holidays and additional officially authorized vacation days.e. • In depth job knowledge. Sweden and Denmark. local customs officials are “sticklers” for original / certified forms. North American or W. for example in the middle east this situation may require. work ethic. four to six weeks is not unusual in some European countries. The front-end investment cost to mobilize / de-mobilize an employee to a foreign location is exceptionally high. having the ability to get along with other team members. In many cases it may be prudent to send third-country nationals (TCN’s). Asia and South America. Egyptians. many times these “projects” must in many ways be self-reliant / autonomous. paper work.e. A lot of countries have fashioned / formed economic links / associations or have profitable / commerce amalgamations such as the European Union (25 + countries). Indians. major equipment must be imported into the country / or fabricated in the country and what are the requirements to do this action. • Rolled up sleeves attitude / ability to get things accomplished. procurement and construction. • Age. America. Serious consideration should be given to importation of goods and services / customs clearance. importation certificates . getting this freight situation right will dramatically assist the ongoing project execution effort. NAFTA.(Third World Countries) of which there are many. etc: Importation of goods. Many times it is very beneficial to conduct a pre-estimating / proposal survey to establish if qualified suppliers. or to employ local citizens. Europeans working in Europe or N. sick time and a some what limited appreciation / respect to practical completion / schedule compliance (it is difficult to actually finish a project. i. women are many times not allowed be part of the workforce. ASEAN. The challenges mentioned above will be significantly enhanced in a country with an identical / similar ethnic mix. an individual with at least 7 years hands on experience. some countries in Africa. equipment and labor from inside the economic market area will be financially beneficial than importing from the outside. • Being a team player. Deciding on the appropriate employees for a foreign country project should be balanced by the following important attributes: • Previous overseas experience and enthusiasm. productivity. vendors and contractors are available locally and what materials. Turks etc.e. 16. and local country taxes. The above items are not all encompassing. some Moslems pray five to seven times a day some of these prayer times are in there normal work day. 15. Regular / emergency medical treatment. an example of this is were the host country requires 80% local produced materials and equipment. expatriates not being allowed to drive. Medicals for staff and family members. Furniture rental. These situations must be considered when compiling the proposal or capital cost estimate and when executing the project. optimizing cooperation and enhancement of project productivity. i. when compiling an international capital cost estimate. 12. 17. Nonetheless. Entry visas and work permits and for the administration organization performing this activity. again this cost will need to be established and included in the capital cost estimate. For instance. Business travel and emergencies trips back home. there are situations were the project documentation / correspondence is conducted in two languages. Training expatriates and local staff. 7. 11. separate dining facilities. 5. 2. 10. Logistics. use of big “five” accounting firms / support. Completion bonus. and different work schedules. and extent of interaction with the local construction community and work force.e. Also in this part of the world it is normal practice to take a two-three hour mid daybreak. such as working on Saturday and Sunday. one side of a drawing will be in English the other side in the local language. 14. Many countries have restrictions / limitations on what can be imported into that country. 6. 3. 22 . The proposal / capital cost estimate for expatriate professional staff have got to take account costs for acquiring and maintaining the following activities and support services: 1. Local insurance costs. Home maintenance compensation. Local language courses prior to and during the project will assist the project by cultivating contact with local enterprises and the local workforce. (English is considered the major business language) if this is the case there is usually no extra cost to include in the capital cost estimate.. allowance or a low cost loan. minimizing conflicts.living quarters. In some counties it will be required to utilize the services of chauffeurs.S. 4. 9. 8. Tax equalization U. this adds costs to the project that must be established / estimated and incorporated into the proposal / capital cost estimate. life. Time and again on an overseas project documentation / communications will be in English. automobile. their holy day is observed on Friday. many times a mosque may need to be established at the construction site. Several religions require their followers to dedicate more time to services than others. Orientation costs / hand books / new hire meetings. even though the local manufacturing community can not produce this stipulated percentage. company car. Supervision / senior staff members. Income tax exemption. The requisite to be able to speak / write in the local language should be based on the persons assignment duration. Schooling for expatriate children. 13. in the middle east you will hear the call to prayer many times during the day and you will observe a line of worshippers going to the mosque. Insurance costs. Local transportation. medical. title. (trips back home) trips to other business locations. In addition. and to work until 8:00 PM in the evening. This is done many times to protect the local manufacturing community. some times this temporary housing is used as permanent housing by the staff eventually operating and managing the facility. francs or whatever currency. catering. Company / personal cars / vans. productivity differentials. spare parts / capitalized spare parts. again this has to be considered when compiling the proposal / capital cost estimate. A tuition / education contribution / allowance may be required granted to senior married expatriates who have to send school age dependants to an in or out of country school. i.18. public holidays etc. The survey may be used for auditing contractor and owner costs. many times pre-fabricated / modular housing units are utilized.e. all-in hourly rates. length of assignment and family status. pounds. school equipment etc. telephone calls. refer to the four step approach described in section A 2 for additional details. vocation / profession. this can be a very expensive endeavor. all the associated costs of establishing and operating an ongoing school. Vacations. transportation to the jobsite. camp establishment costs. school buses. productivity and work week V’s U. procurement and construction / start up elements. 19. To be successful in the international EPC arena we must consider the following items / topics and ensure that the specific cost elements have been incorporated into the estimate / proposal. Staffing requirements and needs (both imported and local) should be carefully considered. The above-mentioned temporary / permanent housing must be completed prior to the start of the construction effort (many times a pioneer camp will be established to house the initial – say 100 staff). If the above and following topics are carefully considered they will save the capital project a lot of wasted effort and possibly dollars. visits. develop a “basis of estimate” (exactly what is included / excluded from the estimate. drawings and specifications). Local driving license. 20. it is usually a critical path item. 22. consider items such as O / M manuals needs. Some overseas counties impose penalties for releasing / firing employees prior to a preestablished completion date. 21. school fee’s trips home.S. Housing may be of varied types and cost. On some large and isolated projects where expatriates are with there families in a camp type setting a project related school may need to be built / established. books. A number of countries require a sizable completion bonus for all local employees. vacations. work hours. Transfers back to home / country. admin staff. Import 23 . depending on employee’s rank. miscellaneous expenses etc. Fees / taxes related to leaving host country On major EPC capital projects located in remote regions of the world temporary housing / or pre-fabricated housing units may be required or be part of the projects deliverables. Transportation of household goods to country and back to home country. Generate / compile a precise and comprehensive capital cost estimate covering the total scope of work to be performed including all engineering. 24. Carry out a wide-ranging project specific survey of all cost elements that will impact and influence the final capital cost and schedule. vendors and contractors. teachers salaries. 1. which is the main goal of all cost estimators / estimating engineers. this may be a week or a couple of months salary. Local housing / hotels / camps etc. vendor assistance. / European norms. will need to be estimated and included in the overall capital cost estimate. public holidays. 2. importance to the project. future benchmarking and for analysis of cost estimates prepared by local suppliers. local staff training / operator training. 23. Be conscious / cognizant of local customs. however some of the points raised above should be of help when compiling an overseas estimate or bid. together with appropriate transportation equipment. this is greatly appreciated by the locals. Select the right staff and positive personnel management of this staff is one of the main solutions to project success. Current and forecast of “project currency rates”. helicopters and the ongoing cost of operating this services may be required and if this is the case the a budget will need to be established 5. QA/ QC requirements and testing agencies Lloyds of London. the cost of fixed wing aircraft. International projects for all intents and purposes use the same basic principals that are employed on North American domestic projects. culture. Understand existing and possible / altering customs rules / regulations. 4. 7. Ocean freight and insurances costs. don’t get into deep discussions on religion or politics or the merits of how things are done in the North America or Western Europe. earth moving plant. Importation of specialized labor.duties. 11. federal and local government bureaucracy and business / construction methods and practices. inland transportation costs. trucks. large cargo planes / tugs and ocean going barges. stainless steel welders. Be a team member treat others as equals. 12. socialize be friendly with the local team members. 10. 3.e. 24 . Specialized transportation requirements. Develop a genuine interest in local history. DNV etc. specialized welding equipment and the maintenance of this equipment. i. Cultivate a good personal / business relationship with local authorities and the local community. 9. If this can be accomplished correctly a large number of other problems can be mitigated. food. 6. instrumentation mechanics – use of TCN’s such as Indians. Turks and Egyptians. 8. Establishment of a concrete batch plant. Gain knowledge of and speak the countries language. Importation of construction equipment. local VAT taxes and tariffs must be meticulously researched and calculated. and religion. then Value Engineering can be a major help in maintaining and possibly reducing a CAPEX budget. without forfeiting quality. Top five reasons for poor value in the construction industry: 1. usually the answer is yes. buy a Ford and save $50. while still getting an attractive. 2. safety.without incurring unnecessary additional cost(s). with the goal of providing the best facility possible while paying the most economical price for the completed facility. both car will get you to were you need to get to. Right sizing. Communications.Value Engineering. There is an enormous pressure from both owner and EPC firms to contain costs. design intent and needs. that is safe for the people working and visiting the facility. quality and possibly future expansion goals.” We were not in the loop. and of course in meeting the needs and expectations of the end use. reliability and of course safety . why are we doing this and why are we doing that. Value Engineering is basically a front-end activity that result in real project related cost savings. it’s your call. 1 . functional. Value Engineering is best summed up as a methodical approach to providing an optimized design and construction solution(s). All these terms mentioned above have connotations with the term . Think “outside the box”.000.SECTION A . Value Engineering has evolved in the last thirty years – it has become a last resort many times when projects are about to go over there budgets. a good example of this is purchasing a car you could buy a Porsche at $70. if the detailed design effort is less than say 75% complete. you’ve heard the old saying “nobody told us. the focus of Value Engineering is to get the most “bang” for your buck.000 or you could buy a Ford Taurus at $20. Why change now we are making a profit.6 VALUE ENGINEERING / CHANGE ORDERS / CLAIMS AND CONTINGENCY ISSUES The fashionable phrase(s) that are bandied around and that are getting some mileage in the EPC engineering / construction industry in the last five years include: • • • • • Cost containment. (The answer to this is that the company could perhaps make more money by utilizing this concept).000. Out-sourcing. the construction industry is plagued by lack of or mixed communications. materials of construction. Value Engineering is defined as a structured attempt at optimizing designed facility configurations / size. maintainability. so it basically come down to personal preference. facility operations / operating equipment. if you were spending $20 million on a new building and it was coming out of your pocket you would have lots of questions. both cars are safe and reliable. the question is can Value Engineering help in the engineering and construction process. Cost cutting. reliability. at the same time of designing and constructing the facility that meets the organizations. Downsizing. quality built facility. Value Engineering is about reducing unnecessary costs and expenditures. V. manufacturing process or product that is in its early development stage. economical.e. Value Engineering is an innovative organized effort which analyses the needs of a CAPEX project with the goal of reducing capital expenditures. going over its budget the “call” will be for Value Engineering – it seems like this is the panacea that will cure the problem and many times it will. The expression value engineering (V. engineers / construction workers are reluctant to embrace new ideas and concepts.E. Value Engineering (V. 4.E. can generate. Value 2 . and other operating goals / criteria created and established for the project / specific process. In contrast. soft costs and eventual operating costs.) is many times allied with a project. The perceived idea that there is not enough design data available at the early stage the project The fact of the matter is that any early “mini” value engineering session / brain storming session (perhaps half a day –focusing on the “big ticket” items at the early stage of a CAPEX project can result in savings of perhaps as much as 5% or more. better / optimized design that will generate the optimum life-cycle operating costs / afford the maximum value at the same time as focusing all safety. without incurring unnecessary cost. facility design.3.) is an organized. The term value engineering is being used more frequently in the construction industry.E. Plus a host of other topics. V. across the board review / practical “team” activity that is focused at the initial concept / preliminary design of a specific project / manufacturing approach and to optimize the elements within the total design deliverables package. • • • • • • • Manufacturing. The purchase and utilization of raw materials. Systems and Operating Procedures. they could realize big CAPEX cost savings. Value Engineering (VE) is not engineering / design review or a cost reduction application.50% completion range. i. The purpose of V. Planning. Time and again when a capital project is in trouble. Energy Consumption. Parts and Services. there is really no end to the cost saving ideas that V. 5. nobody thought through at the beginning of the project. However many projects just pay lip service to Value Engineering. is best when the design deliverables are in the 10% . Products.E. Value Engineering is a function oriented systematic team approach used to analyze and improve value in a product.E. We have never done this before. expense related values. Chemical Plants / Process Facilities / Administration and Public type buildings and support type facilities. A. operability. is applicable to. resilience. however if the conducted a formal 2 or 3 day Value Engineering with all the key players. the expression value analysis (V. they say they do it on an ongoing basis. Value Engineering is additionally a most important instrument at the outset of a project in developing / optimizing the concepts / designs to meet a specific budget.E. Your own personal budget. system or service. is to develop a new approach. Value Engineering is best summed up as a systematic approach to providing an optimized design solution(s).) is interconnected to value evaluation / review of a product that has been designed and is in its production / operating phase. we could put ourselves out of a job. quality. maintainability. we never considered the concept. in meeting the needs of the end user. Value Engineering is a positive money saving methodology / procedure that needs to be presented to construction professionals (perhaps 20% . • • • • • • • • • • • • • Materials of construction. Rent or Own the facility. Plus 100’s of other technical solutions. etc.E. Realizing and achieving optimum cost value / cost containment / profit enhancement is a major goal(s) . The V. safety etc.E. The V. group should be made up of personnel with different skill sets i.Engineering provides an incentive to the design team to search for cost effective design choices. big picture – i. a Certified Value Specialist (CVS) would be a real plus or individuals that have conducted perhaps 10 plus V. The term Value Engineering is related by way of the “life-cycle “costs of a building or other related items. The headlines of Value Engineering are described in the following brief write up. procurement. plastic pipe V’s carbon steel V’s stainless steel. (competitive environment issues. Reduce automation costs and I/O points were possible. Discussions should focus on topics such as possible out-sourcing. mechanical. discussions should focus on engineering. The V.(tighter area utilization of the tank farm – possibly saving piping / electrical runs).E. V’s dedicated tank farm. to obtain an expansive assortment of new concepts / ideas. Differing layout(s) . Gravity feed tanks housed in building. steam. energy usage and future operating methods and costs.e. project controls. Exterior walls use facing brick V’s Pre-cast tilt up wall system V’s metal siding.E. purchasing. Asia are significantly less than operating costs in North America or Western Europe. facilitator / leader should not be domineering or try to force pre-conceived concepts on the team.e. Locate facility closer to existing roads / parking areas.E. if this was your money how would you spend it) including concepts and overall path forward. operating costs in S.40% of the construction profession has been introduced to Value Engineering concepts) by an individual who has significant hands on knowledge and education in this topic.E. Optimize OPEX costs. it a good feeling to bring real cost savings to a CAPEX project. studies.objective of all estimators / cost engineers. can be tremendously valuable to cost estimators / cost engineers. Different location.E. construction. it’s another skill that they can offer to there employers. Utilize a smaller facility footprint. he or she should be open to new ideas. Different manufacturing solutions. examples of this thought process include some of the following. civil.E. how long will the building remain in it’s production mode. the V. facilitator / leader should endeavor to set up a date and location (2-3 days is the best duration for a V. operations. some more of these ideas are discussed below. electricity and maintenance. attaining a basic appreciation of the concept / principals of V. facilitator / leader as well creates the agenda and the ground rules for the creativity / brainstorming discussions and also presents the V. cost cutting and cost synergies as they relate to the overall concept of Value Engineering. Toll manufacturing (use third parties to produce key ingredients). 3 . what are the costs associated with water. what are the operating costs.E. value to the customer. electrical. The listings below are some types of costs elements that are linked / allied to the construction process. study). the basic philosophy and steps that are outlined below are appropriate to all types of CAPEX construction. execution strategy) with the V. select the best 30 ideas and move forward with them – this is the investigative / analytical phase. 7. 4.E.E. Encouragement of “free wheeling” off the wall thinking. all project data / information encompassing the project is pulled together and displayed on the walls of the room in which the V. the group’s suggestions are fine tuned / condensed for submittal to management. process are as follows. come up with diverse “brainstorming” ideas – spend at least 2 – 4 hours or more on this important topic. 2. 1.outlandish idea may be the “light bulb” that opens up Aladdin’s cave on future cost savings. In this segment. 5. 4 . Set up a list of tasks. Use these ideas to create more value saving concepts. SOW. (C) Set the stage and conduct what if scenarios. could it be outsourced: Why are we doing this.S. Identify the issues. 6. describe project goals – budget. because it could eliminate jobs. with dates. The establishment of a well rounded / diverse team (10 – 20 individuals is about right number for a two to four day V. savings in most cases).T.value of a specific function: What are the functions concerning meeting the objectives / goals of the project / facility or product.E. (A) The current game plan – sharing the design deliverables (drawings. team participants should be at ease in articulating and considering any cost saving idea that comes to mind. it’s like a snowball effect. team. were here to help the CAPEX project and the project team to be successful. 8.E. The V. usually a round table discussion many times is also be given indicating what needs to be done next / action item list. What is the payback . 3. Generate a receptive atmosphere. Remember the more ideas the better results will most probably be realized. what would be the benefits of using a “toller” to make 60% of the products. (B) Functional Analysis.The procedure to create a good number of brainstorming ideas is as follows (the more ideas the better the V.E. The deliverables of the 2/3 day V. At the conclusion of the 2 – 3 day session. diagrams) The indispensable (basic) and less important functions / operations to be provided by the facility are recognized and discussed. this idea might cause so of the future operators to be concerned. major milestones and the current project path forward (note this path forward can be modified to optimize the CAPEX project). do we need to perform this function is it necessary. chart a path forward using these ideas to bring value to the client. / COM effort). (Utilization of F. put names of individuals who are responsible for coming up with a conclusion – recommendation and a path forward. is this required.E. The logic and rationale is that an improbable . Generation of a large quantity of brainstorming ideas is the secrete of success. The phases of the V.A. specifications. even if the concept / idea may perhaps happen to be outlandish to the other participants. No criticism / we all walk away from the session as professionals and friends. session is being conducted (an overhead projector is used many times). don’t immediately dismiss it. (E) Path Forward / Proposal / Formal Management Report.E. who does what and when. but it needs to be raised. cost estimates. (D) Pick the best ideas – assume 100 ideas were generated. Consider using gravity feed tanks housed in building. Use energy efficient equipment that conserves electricity. session in 30 days or so to ensure that the agreed on actions have been completed (or have been adopted). South America or S. i. floor to floor heights. to reduce excavation costs (cut and fill requirements). Plan flexible workspace for future visitors. while ensuring safety and quality of product matches or exceeds customers requirements.E. Consider different architectural finishes and installation methods. Use aluminum switchgear if this is feasible. cogeneration or wind power.session many times will be a detailed written report. Consider generating onsite electricity. documenting actions / possible concepts for saving CAPEX expenditures. 50 -100 pages. why go with unproven technology. gas and water. solar. consider ways of reducing HVAC costs. energy management systems and any other issues that could save initial capital and future operating costs. Increase / Decrease bay sizes. Cost Optimization Methods (COM) / Value Engineering Procedures: (Additional topic to review during or after the formal Value Engineering study) • • • • • • • • • • • • • • • • • • • • • Select the best manufacturing location.e. Consider manufacturing / process improvement. by use of different equipment / components.perhaps at this time it is Eastern Europe. . Elevate facility building pad. HVAC systems on any new facility typically are major cost drivers. consider using “similar” design deliverables from completed “similar” CAPEX projects and modify them to this project application –this could save significant CAPEX expenditures if this approach can be utilized. power and steam production facilities to save on pipe and cable runs. Optimize automation methods and endeavor to reduce number of I/O points were possible. Use timers. Issue early works packages to minimize future escalation costs. heat pumps. Asia or in an existing facility currently being used. cogeneration. Locate facility / building closer to existing WWT. simplification and optimization (KISS). 5 . provide “hotel” types work space areas. Review backup redundant utility systems and question engineering philosophy. tinted glass. standards and specifications to optimize the future EPC effort to deliver the project to customer at the lowest cost. V’s dedicated tank farm (eliminate pumps / pipe / pipe racks). Consider modular / pre-assembly construction methods.E. Use natural daylight / windows / skylights in an effort to optimize electrical load. (F) Auditing / Ongoing Monitoring / Follow-up phase – revisit the action of the V. optimize support space. Minimize disturbance at site and general work area (keep as tidy and as neat as possible during the construction effort) were possible to minimize disruption and a general loss in productivity. dimmers and set HVAC thermostats to specific set points to reduce electricity usage and optimize were possible. double / triple glazing. Adapt and customize current company SOP’s. Ensuring correct / proven technology is chosen. • • • • • • • • • • Re-visit building insulation designs; consider best / optimum “R” value for walls and roofing systems. Re-route new or existing roads / rail spur to save construction costs and schedule, locate new facility close to existing services if possible, to save on piping and electrical runs. Can we optimize future long term operating (OPEX) expenditures, by reducing number of operators? Discuss with local utility / Power Company on ways to optimize electrical usage to save operating costs. Use cost effective materials such as PVC, CPVC versus high cost alloys. Design facility / building with sufficient employee parking space; be cognizant of local transport needs / bus stops / bike racks / unloading areas / handicap buses / van access and the general location of access roads to the new facility. Utilize used equipment / refurbished equipment / use pre-purchased equipment currently in owner’s inventory, purchase key spare parts with initial P.O. Consider future facility production / campaign increases and decreases to meet market demand and design to needed capacity / demand, can this plant be modified and expanded to increase future production needs. Conduct mini - V.E. sessions during pre-construction reviews / input from construction engineers during the detailed design effort to optimize the EPC effort. Plus many more cost saving ideas. Cost Optimization Methods (COM) and value enhancement approaches: A number of leading “process” -, chemical, manufacturing, oil and gas, pharmaceutical organizations have put into practice the application of a “suite” of Cost Optimization Methods (COM) and value enhancement approaches to optimize their CAPEX capital project executions programs, this activity relates to front end planning, engineering, procurement, construction and eventual facility operations. This is basically an upgrade to the Value Engineering concept were the total scope of a CAPEX project is re-evaluated to see if additional costs can be “squeezed” out of the current scope of work. Cost Optimization Methods (COM): A front end project practice targeted at optimizing “hard and soft” Engineering, Procurement and Construction project related costs. (COM) practices are intended to enhance the value / worth of a manufacturing / production facility by reducing critical and non-critical scope of work items, by improving reliability and simplifying the manufacturing / production process. Topics that are reviewed and evaluated include in this methodology are: (1) Front End Economic / Business drivers, (2) Early and detailed Engineering / Design activities, (3) Procurement methods and approach to be used in completing the CAPEX project, (4) Construction techniques, (5) Project related “soft” costs, such as Start up costs, Owner Engineering / Construction support, Validation costs, F, F & E and Operating costs. Cost Optimization Methods (COM) and value enhancement approaches, to be performed during the following CAPEX estimating efforts: # Estimate Type and Accuracy 1 Initial Business Idea Basis - ROM, Blue Sky, OOM, Concept Study, Ratio Estimate type estimates (+/ - Detailed Design Completion / Available Engineering / Estimating / Data 1 – 5%, Preliminary SOW statement, partial M.E. list, sketches, known location 6 Suggested COM Effort Estimator / Project Manager / Project Controls / Project Stakeholders (minimal 2 – 4 hours) 2 3 4 5 50% accuracy) Viability / Business Identification - PreDetailed Design Estimate Feasibility Estimate, partial AFE / Initial Funding Estimate (+/ - 40% accuracy) Funding Estimate Approve for Expenditure (Full or partial CAPEX funding ) – Semi-Detailed Estimate, Preliminary Control Estimate, AFE Full Funding Estimate (+/ - 30% accuracy) Project Baseline / Project Control Class (used as control tool) Project Control Estimate, GMP Estimate, A Not to Exceed Estimate (+/ 10% accuracy) Lump Sum - Hard Money / Lump Sum Proposal Estimate (+/ 5% accuracy) 2 – 10% all of the above, M.E. list, preliminary layout known, preliminary OSBL data. Estimator / Project Manager / Project Controls / Project Stakeholders) (minimal 2 – 4 hours) 10 – 30% all of the above, priced out M.E. list, 40 - 60% CSA / piping / electrical completed, OSBL design 30 50% complete, perhaps 20% 40% quantity take-offs completed. All the Project Stakeholders (0.5 - 1 day effort) 30 – 80% all of the above all of the above, priced out M.E. list, 60 - 80% CSA / piping / electrical completed, OSBL design 50 - 70% complete, perhaps 40% - 70% quantity take-offs completed. All the Project Stakeholders (1 – 2 day effort) 50 – 100% all of the above all of the above, priced out M.E. list, 80 - 100% CSA / piping / electrical completed, OSBL design 70 - 100% complete, with perhaps 80% - 100% detailed quantity take-offs completed. All the Project Stakeholders (1 – 2 day effort) The (COM) approach should be considered as a “work in progress” list of planned, well thought out historical best practices, that encompass the entire CAPEX projects scope, COP when adopted can bring enhanced value to the completed facility. The following is a listing of these best value practices that should be considered during a CAPEX projects execution cycle. (These concepts have worked successfully in the past and there is no reason why they should be appropriate in the future). The five main features of Cost Optimization Methods (COM) are to financially enhance each facility by optimizing the following. (1) Improving Cost Performance – the final cost of the facility - compared to the approved / allocated CAPEX funds. (2) Optimize the Completion Schedule / Facility Start-Up V’s original planned start-up. (3) The Facility Life Cycle / Facility Function, (i.e. 15 – 20 years or possibly more life cycle). (4) Enhance the facilities Manufacturing / Production performance. (5) Perfect the facilities safety record (during construction and facility operations). These applications are appropriate to the following related projects 7 • • • • • • • • Onshore Oil and Gas Facilities Offshore Oil and Gas production facilities Pharmaceuticals Facilities and R&D Centers Power related Facilities (Coal, Gas, Nuclear, Wind, Geothermal and Hydro) Industrial Manufacturing Facilities Offices / Public Buildings, Apartments, Schools, Education, Housing Projects Infrastructure related Projects (Roads, Bridges, Tunnels, Airports, Ports and Railways) Pipelines / Water and wastewater treatment plants The following 80 concepts / applications focus primarily on Manufacturing, Refinery, and HiTech type CAPEX projects, similar considerations and concepts should be considered and developed for other non-process related construction projects listed above. Ref # 1 2 3 4 5 6 7 8 Front End Evaluation / Economic and Business Drivers Are there any developing governmental rules / edits / directives / codes / changes in the pipeline that could impact this CAPEX projects economics or delivery? Does the current project scope fulfill the business / project / economic goals of the company? Have we considered and created various alternative and business solutions. Have we analyzed enough creative alternatives to make the best business case solution? Will this CAPEX project add value and create alignment between key business units and company stakeholders. Characterize if CAPEX project is critical to the business (this CAPEX project could influence future business growth and profits – a new product that could generate hundreds of millions of dollars in future sales and profit) or a non critical project – example upgrade an existing conference room / learning center, a noncritical CAPEX project this particular project will not really influence or drive future business’s growth and profits). Is this CAPEX project really needed at this time, can it be re-visited in three years, is CAPEX project critical to the future growth of the business, could we outsource this operation to a contract supplier? Has the company’s current value repositioning strategy been aligned with this potential CAPEX effort? Has the project objectives been mapped out and aligned to the current annual / business CAPEX goals and expenditure plan. Have we really examined all the issues related to the CAPEX projects physical location has a detailed survey been carried out, where economically is the best facility location. Have we considered other locations, do some facilities (mangers) have a vested interest / agenda that is driving this CAPEX project, is proposed facility close to current and future markets, do we have the ability to use established services and infrastructure at an existing manufacturing location. Consider local labor costs and will this reduce construction / operating and shipping costs. Review current (OPEX) resources. (Review current labor and manufacturing equipment resources and capabilities). Consider best long term investment options and if any local government incentives or grants / tax holidays are available to the proposed facility that could minimize CAPEX funds. Consider future facility expansions i.e. five to fifteen years in the future, i.e. infrastructure requirements and future operating costs. 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Can we manufacture / produce the end product in a different more cost effective way? Have we fully explored all of the manufacturing options available? Are the manufacturing requirements to restrictive or disproportionate? Can we utilize an existing facility / building is there room at an existing operating facility that could partially or fully meet the needs of the future CAPEX project? Does this CAPEX project align and support the company’s 5 – 10 year strategic business plan and goals: Does this CAPEX project deliver long term financial and manufacturing benefits and product flexibility to the business? Will the execution of this CAPEX project improve the organizations overall supply chain and manufacturing flexibility. Outsourcing / Third Party Manufacturing / Contract Manufacturing: Have we fully considered the manufacturing outsourcing option and determine if this is or a combination of third party manufacturing is the best path forward. Have we considered producing this product with a joint venture partner perhaps in there facility? What is the best physical location for this future CAPEX project, North America, South America, Europe or Asia? Were do we expect future market growth for this particular product? Re-visit basic CAPEX Investment drivers, examine (business case) subject matter / market research and return on investment decisions; does the business case make sense considering the global economic downturn? Determine if this is the best utilization of company’s capital expenditure funds (CAPEX) at this time, is this a business that the organization wants to be in, in ten years, or are new competitors chasing after this market, is there a sustained future for this product, would it be prudent to delay the “go” decision until the economy stabilizes. Manufacturing / Process Optimization. Consider reduction of redundant CAPEX investment (manufacturing / production equipment – use less equipment if possible, re-size equipment if possible, combine equipment), this could possibly have a “knock on” effect for future operations / maintenance, product wastage and minimizing operator headcount personnel and costs. Can we coalesce and “piggyback” / de-bottleneck off current manufacturing / production steps and possibly save CAPEX expenditures? Can future CAPEX project attract any State / Governmental financial assistance – grants, free real estate, infrastructure improvements, tax breaks, tax holidays, training assistance or any financial benefit that could improve the ROI, etc? Have we conducted a Risk Evaluation / Mitigation Study: compile list of project risks and develop ways of reducing risk with the CAPEX projects stakeholders. Is the manufacturing technology proven, or is the CAPEX project based on new / unproven technology, if new technology is to be utilized does the CAPEX project estimates reflect this situation both from a financial and schedule viewpoint. Re-examination of manufacturing / support systems, review logic of reducing manufacturing equipment / support systems, including maintenance / out of service time, consider outsourcing the maintenance effort if feasible. Can electricity, steam etc be obtained from a nearby source / third party? Is it more cost effective to produce our own electricity via a co-gen plant? Should we handle our waste water, or does it make economic sense to ship offsite. Does facility need to be “state of the art” from a process controls point of view, or can we save CAPEX costs by additional operators? Can the manufacturing process, packaging operation be optimized by perhaps outsourcing various production steps to a contract manufacturer? Is the CAPEX project execution team cognizant of all the perceived project risks 9 26 27 28 29 30 31 32 33 34 35 and issues, have these challenges been described to the team members. Does CAPEX project have a critical drop dead date is it tied to a regulatory decree / market entry date that are driving this effort. Can the overall Engineering, Procurement and Construction delivery effort be improved? Engineering / Detailed Design Considerations Can we utilize manufacturing equipment currently owned and in storage / or not being utilized by company? Can we use any design work that has been completed in the last five years, instead of starting from scratch. Consider concurrent engineering and equipment / services standardization. Construction quality issues (QA/QC) over specified, make sure facility is not “over designed”, consider what our competitors are doing in there EPC efforts. Do we need detailed customized specifications or can we optimize the specifications we currently have and cut and paste to this project application. Specifications and procedures specific to facilities can fluctuate significantly as an example a warehouse does not need comprehensive (full blown) specifications – could it be built using the Design / Build approach, however a state of the art R & D center will need to have detailed specifications, the trick is to not fall back into the old mode – “we have always done it this way”, specifications and construction practices need to be reviewed every couple of years, to squeeze out unnecessary requirements and features ( a large chemical company use to have 20 + volumes of specifications and procedures, after a careful review it was found that they could build facilities using five volumes, this saved a lot of paperwork and significant administration and construction costs. Design cost effective offsite / support systems: Locate new facility as close as possible to boiler plant, cooling towers, sub station and other main services / utilities. Ensure good judgment is used in the selection of manufacturing / utility equipment to ensure minimum ongoing operating costs and down time. Use Industry Standards / Methods: Utilize off the shelf – generic specifications / standards and construction methods that are customized to the actual construction need and not above and beyond to the requirements of the project, use standard industry specifications (Construction Specification Institute - CSI standard specifications would be a good example of this if possible). Upgrade / Retrofit / Modernize existing company owned facilities: Can the proposed CAPEX project be “shoehorned” into an existing facility, possibly saving significant CAPEX expenditures and resources? Or can we purchase an existing facility that can be reconfigured to the CAPEX projects needs. Can we buy the Engineering and Procurement effort from a more cost effective country? I.e. Eastern Europe (Poland, Greece or Hungary), or S.E. Asia. (India or Indonesia). Architect – Engineering (A/E) Engineering, Procurement and Construction (EPC) Firm selection: Decide on the most experienced and cost effective A/E - EPC firm; consider future long term alliance relationships and future partnering. Use Best / Appropriate Manufacturing Technology: Consider new “manufacturing” technology were appropriate, however consider the “learning curve” if new technology is selected and the associated start up difficulties typically encountered with pioneer type CAPEX projects. Seeking out and won over to new manufacturing technology can be time consuming effort, ensure process guarantees are inserted into any purchase order specific to new manufacturing equipment. Determine if different / proven manufacturing process 10 36 37 38 39 40 41 42 43 44 45 46 47 48 can be used or modified to produce the manufacturing steps needed. Does it make economic / business sense to utilize re-furbished, used production equipment for this CAPEX project? Owner project execution team: Select the best possible “owner” project team members (use in-house and consultant if necessary), conduct early kick off meetings and hold weekly status / update meetings to keep the team informed of project goals, issue MOM notes with action items needed by specific individual. Should the detailed design effort allow for future facility expansions? Future equipment foundations, pipe headers, etc. Ensure initial over-sizing of manufacturing equipment and redundant systems are not incorporated into the final design documents. Consider de-bottlenecking and future expansion plans in current design deliverables if appropriate. Make use of best Automated Drawing Production / Computer Aided Design (CAD - PDS vs. PDMS or other) and Project Controls (planning , cost reporting) systems: Make use of cost effective computerized design tools for the project engineering deliverables, consider using “E” Room technology, utilize best engineering / design tools that are most productive that can be used by owner team members. Draw on E Room systems for controlling issuing of project related deliverables, i.e. drawings, reports and other project specific documents. Right size / Over sizing Issues: Make sure adequate space / footprint is determined consider stacking manufacturing equipment, combine or optimize the manufacturing steps, eliminate unnecessary manufacturing equipment and subsequent process / manufacturing controls, i.e. by stacking tanks a number of pumps could be eliminated by utilizing gravity feed. Consider smaller facility footprints if feasible. Construction material selection: Make sure construction material optimization is considered and reviewed during the CAPEX project design effort, can all pipe be carbon steel, or can we utilize plastic piping were we use to use stainless steel pipe. Are we over designing the new facility is it to sophisticated, what happens if a key component goes down / to many bells and whistles? Manufacturing Product / Raw Material Control: Make sure Product / Raw material waste is considered and reviewed during the CAPEX project design effort, determine if waste can be re-worked and consider all possible Product / Raw Material reduction / optimization methods Carry out (one or two) Value Engineering (VE) / Cost Optimization Methods (COM) Programs: Undertake formal (VE) – (COM) (1 - 3 day) and develop ideas / concepts on methods of reducing CAPEX project costs and (OPEX) operating expenditures. Challenge current thinking, attitudes, practices and future operating philosophy Are we using specifications and installation procedures that are not applicable or appropriate to the current CAPEX project? Is the construction schedule well defined and mapped out against a predetermined manufacturing / handover schedule? Are there activities that could be streamlined or deferred? Procurement / Contracting Considerations Have all lease or buy opportunities been explored, have we considered procuring bulk quantities and free issuing to contractor. Can owner buy out critical equipment to save time and money? Can we get import duty / tax exemptions? 11 49 50 51 52 53 54 55 56 57 58 59 Have we considered just in time JIT inventory control / materials management bar coding / leasing of key items / perhaps warehouse equipment? Have long lead items / critical equipment / production items been identified and are these items purchased or being negotiated? Are there any ways of expediting the delivery of these items? Have we mapped out the best procurement plan? Is it possible to obtain lump sum bids? This procurement approach is many times the most cost effective contracting approach; also consider incentive contracts / DB contract / Turnkey contracts. Procurement / early purchasing of long lead items / contracting strategy - (Utilize most cost effective procurement method to achieve the timely delivery of manufacturing equipment and bulk materials) The cost of materials, manufacturing equipment, labor, and professional services procured through construction contracts and purchase orders represents a substantial capital investment for all parties involved; optimizing the procurement effort can realize significant CAPEX savings. Develop generic procurement forms and applications that will meet all future CAPEX buy-out applications. Consider issuing deposits on manufacturing long lead items to gain a place in vendor’s production schedule or to jump the queue. Construction Management (CM) Select the most experienced and cost effective firm, consider future long term alliance relationships, if these make sense in the long term for the owner. Ensure that pre-printed / computerized “standardized” Purchase Orders / Contract Compliance / Contract Administration and Change Order Control Documents / Request for Information / Submittals Transmittal are available: This will greatly assist in future monitoring, controlling and auditing and will save both time and effort. Be sure to request unit prices / schedules of rates, Day work rates and mark-up percentages in all Requests for Proposal (RFP). Use as a negotiating tool and as a baseline / basis of controlling and minimizing extra work costs. Conduct an analysis of procurement and construction buyout issues and challenges. Examination of the engineering deliverables by practiced field construction staff to come up with different purchasing / construction approaches and methods to lower initial CAPEX costs and optimize the construction effort. Reassess various construction related indirect costs, i.e. field establishment, general conditions, field support / supervision, scaffolding, small tools, consumables, construction equipment, maintenance, repairs, training, safety, owner costs, commissioning, spare parts, vendor assistance, expense items etc. Evaluate methods of reducing and optimizing these costs, without compromising safety and quality of the completed CAPEX facility. We possible re-negotiate and reduce fees, mark-ups; multipliers and profit margins of various contracting / engineering consultants and vendors were feasible. Take into account the use of preferred vendors / suppliers, i.e. manufacturing equipment, pumps, instrumentation, pipe, fume hoods, electrical equipment, paint, valves, architectural items and roofing materials etc. Obtain significant “national” discounts were possible from preferred vendors by utilizing there products on all future CAPEX projects. Possible savings of 10% - 35% could be achieved. Consider outsourcing (of non-critical staff / engineers) were it makes economic sense. 12 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 Review bonding requirements are they really needed? Review project insurance needs; make sure there are no overlap / over coverage related to the total projects insurance requirements (BAR, Umbrella, OSI, All risk, General Liability). Check status of various taxes (VAT, Sales Tax, Business & Occupation Taxes – B & O and any other applicable taxes) Check if these taxes are applicable, does company have a sales exception certificate, can VAT be recovered. Payment terms / Contractual issues (extended warranty, retention, process guarantees) Consider less onerous payment terms, 30 – 45 days is the norm, consider modifying contractual issues that impact the final cost. Construction / Execution Considerations Permits construction / environmental / various will they impact completion of the CAPEX project. Select the most experienced and cost effective Construction Management firm to support / direct the construction effort. If fast track construction methods are to be exercised does CAPEX budget have adequate monies for shift work, overtime, week end working, has productivity loss been considered, have additional monies been added to the Preliminaries / Division 1 budget. Are there any issues related to union or open shop labor work rules and precedents that need to be addressed. Is there an ample labor supply in the immediate area to successfully complete this CAPEX project? Demolition / Removal of Hazardous Waste Materials (asbestos, PCB’s, lead paint and mold) consider most timely and cost effective method of demolition and removal from site. Do we need to provide temporary offices ad maintain them for current operating staff? Can we obtain a credit for scrap metal or used process equipment? Take into account the use of off-site construction i.e. Modularization / Skid Mounted Pre-Assemblies / Piping / Modular walls / Structural components / Pre – Cast Concrete / Pre – assembled control rooms. Project related “Soft” Cost Considerations How can we optimize and minimize the CAPEX projects “Soft” costs i.e. A/E fees, CM fees, Owner staff costs, travel costs, Owner CM inspection. Validation costs, Plant assistance costs, start up costs, initial start up materials costs, commissioning costs. Establish not to exceed budget that need senior management approval for over runs. Furniture, fixtures and equipment excluded these cost from capital budget, consider perhaps as an operating costs. Ditto for warehouse equipment / shelving / fork lifts and packers. Facility Operating Considerations How can we reduce operating costs and operator headcount? Are there any ways to reduce inventory / reduce storage time 30 days to 15 days / reduce warehouse footprint size. Can we lease required gas storage and similar necessary materials etc from a 3rd party? How can we optimize our utility costs? Consider ways of optimizing raw material optimization. Could we use a 3rd party to package finished products? How can we optimize the energy needs of the facility? Consider establishing one or two centralized global spare parts warehouse(s) for 13 carrying an inventory of critical spare parts. The above listing should be used as a starting point in the Cost Optimization Methods (COM) process, add to this list were appropriate. The Cost Optimization Methods (COM) process is a continuous effort; questions and topics that need to be touched on and answered include the following. The benefits of Value Engineering / Cost Optimization Methods are as follows: • The VE / COM effort never fails to produce real savings (both financial and time) specific to CAPEX projects. • Provides value to the end user / customer and it also assist in the early planning effort: • The VE / COM methodology described above is a proven and dependable method of locating high value cost reduction target that works from one CAPEX project to the next. • Creates an audit trail / documenting savings, ideas can be used in future CAPEX applications. • Brings into focus cost saving concepts with the highest potential cost impact, it is not just focused on construction, operating costs can be optimized: • Reduces CAPEX projects cost by generating ideas that save money while maintaining design intent. • Best time to do Value Engineering when detailed design is between 5 – 50% complete. • Typical VE / COM meeting / study takes 2 – 3 days, with a detailed follow up report issued 2 weeks later. • Typical number of participants that attend VE / COM session is 10 – 20, these people come from the Owners organization (Management and Operations), the EPC companies Project Management, Engineering, Procurement, Construction, Project Controls (Estimating and Planning). • Documents used in the V.E. study, scope of work, execution philosophy, latest drawings, P&ID’s, latest cost estimate. The Value Engineering Workshop Process: • • • Set the stage – Project Manager describes project goals, project execution / schedule and cost. Understand project – V.E. group needs to understand the technical scope of the project by asking questions. Create improvement ideas - V.E. group generates cost savings or project enhancement / improvement ideas. 14 procurement and construction costs. labor. the variables are many.e. Habits and attitudes (we’ve always done it that way). Engineering discrepancies.V. bad soil conditions. We’re making a profit – why change now. Claims / Change Order issues: Construction projects time and again involve multifaceted interrelationships among. procurement and construction effort on time and within pre-established budget. • • • • • • Client / Owner requested modifications during the engineering / construction effort. Differing / Unforeseen field conditions. this will delay us by 8 weeks. we need the concrete design mix.E sub groups develop cost savings from best ideas. interpretation of the owners needs) is it any wonder that construction projects seem to manifest disputes and delays. you included that in your bid!!!!). and design professionals. Owners often initially refuse to go along with paying the cost of change orders and claims (there first reaction is NO!!! it’s included in the price. Not part of the big picture. Lack of experience. we waited four weeks until the design team agreed to the concrete specifications. Develop a path forward – Assign responsibility and timing needs to individuals to compete outstanding V. Desire not to conform to new methods.E. 15 . Failure to use available experts. group participates and votes on these ideas. Fear of personal loss. Scope of work additions (add a new wing). items As was mentioned previously the reasons for poor value • • • • • • • • • • • • Other responsibilities than project. weather. final cost.to hit the Christmas sales period. i. Contracting organizations typically do an inadequate job in providing evidence of additional engineering.• • Evaluate and selection of best ideas . Lack of ideas. Acts of God (wind damage to foyer area). owners.E. as a result numerous projects do not meet their original goals for time (completion date). contractors / sub-contractors and vendors (that sometimes don’t work out as well as they should have – remember construction is all about communications). Lack of time / pre-planning. V. Lack of communication. quality and safety. hazardous / asbestos materials / interferences. materials. therefore the subject of change order and claims management is crucial if the contracting party is to defend his or her profit margin and business survival. some of the main reasons encountered in the engineering / construction delivery process include. The reasons for change orders and claims are numerous. underground rock. Lack of information. the client is telling us that we need it built three months earlier . Changes are to be expected in the construction industry (we are dealing with a team of people that have typically never worked together and who have a technical challenge of pulling together a complex engineering (design). Schedule acceleration. if the Owner refuses to approve a change order it usually ends up as the basis of a claim. compare to original program. Like in other industries there are always divergence of opinion / execution practices on how to proceed with change orders. The topic of change orders and claims on any construction project can cause both serious personal (confrontational) problems and possibly significant budget overruns for all parties involved in the project construction process. 2. The intent of this section is to propose a straightforward / path forward standard for implementing change orders and claims and to assist in supporting enhanced conformity among clients / owners. (The project team – the individual involved in the construction process). By and large.I. and to gain acquiescence (buy-in) of this standard as a series of steps (in some ways similar to the four-step estimating approach described in section A 2) which will help construction professionals when faced with this vexing problem of change order(s) and claim preparation. engineers. people many times taken change orders and claims as a personal “affront”. Prepare interim and final cost impact of change / claim. 16 . a written (formal) change made by the client / architect / engineer to the contract drawings or specifications or completion date. 6. (push them away. many times an Architect / Owner’s Representative / Project Manager / Clerk of the Works.• Plus many more situations. architects and contractors. Identify issue / dispute (overview). e-mails etc i. 3. A change order (refer to section A 2 for a detailed description) is written / verbal formal request “contractual instruction” usually compiled and issued following the execution (signing) of the construction contract to the contractor. together with documentation of the cost and schedule impact of the potential / pending change order(s). A Change Order is contractual document requesting a scope modification or variation.e. relevant details that will be needed to support the documentation requirements. a change order must be agreed by the owner / client and the engineer / contractor prior to it becoming a legal modification to the contract. Identify / collect more (appropriate) data. Analysis of a construction claim: the following is a listing of the steps that should be taken to pulling together a claim or change order. Determine cost of change or claim (collect relevant cost data). submission and eventual resolution.5% to as much as 10% of the original total install cost (T.C. invoices. due to the fact that change orders and claims typically run in the 2. The main goal of all parties is to construct the plant / facility to the agreed price / quality at the promised / stipulated completion date outlined in the original engineering / or construction contract. This is the individual authorized to act for the owner the individual who coordinates and instruct the contractor to proceed with the performance of the work / change order (the individual who approves monthly pay requests. 5. Inform relevant parities of cost impact. This topic more than any others in the construction industry perhaps causes the most conflict between the “project team” players. The contracting parties (Owner / Engineering firm / Construction Company and a host of sub contractors and suppliers)) must be able to provide a timely written notice. Analysis schedule impact. leave them till the end of the project etc) the best way to handle them is to resolve them when they show up and get them approve and out of the way – Change orders and claims are a fact of life. signed / authorized by the individual named / nominated in the contract (the owners representative / project manager). 4.) of the project. 1. timesheets. Clean up / Demolition of previous installed work. compile required take-off’s.Checklist of supporting documentation change orders / claims: 1. temporary toilets and administration staff. Collect quotes / pricing details and make adequate copies. specification. Transmit copies of relevant documentation to sub contractors / vendors in a form of Request for Quotation / RFQ if appropriate. changes conditions. Collect relevant drawings / revisions / specifications. Material logistics. 3. will this be required. 17 . minutes of meetings that assists in supporting change order / claim. Supervision. Winter working / protection / temporary heat. (Document conversations. will this have a cost impact? Escalation of labor and material costs. 5. Mark up / red line / highlight the changes on the drawings and specifications. Issue immediately a written notice to Owners representative of any scope changes. amendments. Create a change order specific file. preliminaries and site establishment trailers etc are at the project for a period above and beyond what we bid on. will we have to pay a premium. Will change order impact other trades / sub contractors. Request advice from owner. will we need to demolish previously installed work. 8. Overtime / shift work. Can we get this material on time in small quantities. Analysis the current documentation. Maintain complete set of drawings. additions or deletions or change conditions. Re work issues. this includes. Estimating and costing out the changed work: In estimating / costing out the changed work the path forward is define or scope out the work to be modified or changed. • • • • • • • • • • • • • • • • • What trades will be impacted – all just one or two. Scrap existing installed equipment and construction work. and consider value engineering issues. 2. new labor rates may kick in. loss of labor productivity. 4. Additional questions that must be considered when considering change orders / claims include some or all of the following issues. Job site overhead. Warranty extension impact. offsite storage fees. Extension of time. Learning curve issues could slow the overall project. shipping and handling fee. stipulate when the pricing details needs to be returned. take video / or photographs of relevant work area that indicates changed condition or problem area. red line changes. assign number and collect costs. Make sketches. cloud out changes. collect e-mails and any correspondence) 6. does it need to be supplemented? Work space congestion. ask for alternates. were can we store this material. issue copies to Owner or related party. or produce the necessary back up materials. 7. warehouses. cut sheets. shop drawings and specifications. correspondence. Understand contract language regarding change orders (read the contract language specific to change orders). Material storage. Catalog and gather together the relevant drawings. Profit Margin. Risk Allowance. which can be unmistakably recognized and assigned as a permanent asset. To create an satisfactory data base / understanding of this topic. Contingency (Technical and General). permanent and temporary materials (bulks / engineered) small tool cost (picks. specialist subcontract work (typically painting. The fundamentals / basics of direct and indirect construction project related costs have a wide definition (meanings to various constructional professionals). telephone / fax communication costs. 18 . payroll taxes. mark-up on vendors and sub-contractors. materials and construction equipment). blue print machine. public holidays etc. temporary facilities. it is typically these issues and meanings / definitions of these “terms” which are the top of the list / focal point of change order problems / arguments / disputes.). (this is the best option) on some occasions the parties will agree to complete the work on a cost plus (time and materials / in U. payroll fringe benefits. The modification / cost and time adjustment in contract price and completion date as a rule is discussed initially and informally between the parties to the contract. rags. grease. temporary services and facilities. saws) project related insurance (BAR). Direct costs are the costs of the permanent materials (major equipment. wrap around insurance. roofing.C. apprenticeship training. construction equipment / rental (backhoe’s. and Europe this is known as “Day work” basis) this is another good solution the work continues to get done. electrical etc.K. with a project time extension. F. Other related costs. • • • • • • • • • • • • Recovery of direct costs (labor. Overhead Costs. builder all risk insurance. health & welfare contributions / applicable industry training funds. Additional site establishment / preliminaries costs due to additional staffing needs. Additional home office support to order equipment and materials. Bond premiums / bonding capacity / additional insurance premiums (BAR insurance). copying machines. demob costs etc. indirect labor on and off site. the contractor will many times accept an agreed to lump sum cost to perform the extra work.’s) and consequential damages. support and field related). General and Administrative Costs (H. it is required to recognize and list the fundamental basics of direct and indirect project construction specific costs (the following list attempts to itemize the major elements). social security taxes. tool allowance. siding. (Extension of Division 1 / Preliminaries / site establishment). The following basic cost items / terms are involved with the vast majority of all change orders and claims. Time Extension. construction equipment. drill bits. it is left to the estimator / cost engineer to select which category the specific cost element should be assigned to. Hourly wage rates for various craft skills / laborers. welding machines mob. permits. NDT testing of materials. Recovery of indirect project / field related costs. industry advancement (union applications). labor and subcontracted work elements that are permanent features of the finished construction project.I. postage express mail. project office supplies project consumables.O. welding rods and gases etc. travel costs / allowances.). Possible relief of Liquidated Damages (L.A. sheds and toilets etc. pension contributions (may not be applicable) excused absence. engineered materials and bulk materials).• • • Construction equipment / downtime / idle period this could be part of the change order / claim because they are at the site longer than originally planned. Additional travel expenses / subsistence costs. D. performance bonds. clean-up costs. labor costs are complex to determine and not easily itemized. On the other hand. or late payments. this remains the case when logistic support such as drinking water temporary porta johns / toilets are made available on every third or forth floor. industry standard labor units etc. small items – like bobcats because of there size) usage of construction equipment due confined work area’s / tight work areas. (you could be getting the 3rd team when really you need the 1st team) example after the 9/11/2001 WTC event skilled worker in the New York area were not available – they were just sucked up by the events and the huge repair efforts. brickwork. painting.e. or claim. piping. interfering with concrete. steel etc usually cost more due to the minor nature of the order. every thing needs to be man handled / triple handling etc. Man hour efficiency / productivity loss / worker burnout due to prolong periods of overtime / shift work effort can be a major problem. How will other work crews / crafts be affected due to possible demobilization / remobilization and congested work areas? Small order of say concrete. general 19 . Limited (restricted i. Functioning in tight spaces / small rooms were space is restricted were numerous operations must be performed concurrently were it is just about impossible to use construction equipment. these costs need to be determined and passed on to the owner via a C. Labor shortage / non-availability of skilled workers.e. i.e. etc. Limited use of construction equipment. working in crowded areas. General attitude of the work force (positive or negative). Change orders many times may possibly cause logistical related problems in the planned work sequence / program that many times require re evaluating and modifying the size and composition of the work crews / utilization of construction equipment.. construction professional and journeymen craftsman have an extreme sense of ownership / pride in their work effort and in what the finished product looks like (remember the 9 / 11 / 2001 WTC construction / repair / rescue effort). Buildings exceeding three floors / high rise buildings / basement work. they typically get invoiced per the CSI 1 – 16 divisions. unless special time card reporting / collection systems are established such as time cards with assigned cost codes. bricks.O. Fine-tuning / calibrating should be made for unusual / difficult or less than favorable circumstances that apply at the project site. A number of factors to be considered are. construction equipment (contractor owned and 3rd party) and specialist subcontract cost elements are typically easy to assign and calibrate. due to substantial construction activity in a specific area many times will generate a scarcity / shortage of skilled workers which could have a significant impact on labor related costs. The subsequent topics itemized below listing specific scope situations should assist in distinguishing the number various factors to take into account when determining / collecting labor man hours / costs / productivity modifiers. many times the consequence on the base project / original contract scope is not as it should be. i. because many times there costs are itemized on invoices or are part of the companies internal financial reporting systems. The total work hours needed to finish a change order in regular circumstances / conditions can be estimated utilizing in house historical data. the physical effort of getting to the construction work location impacts labor productivity. necessitating reallocating workers to other sections or hiring additional labor resources. The workmen of several trades could become stacked in a limited work area creating a situation in which work cannot be done efficiently. we have some data on this in the following sections. carrying materials up the building impacts the productivity. Client imposed delays such as failure to respond to requests for information (RFI) and failure to pay contractors monthly invoice. construction specific labor costs and field indirect costs tend to increase in high rise buildings this is still the case when temporary elevators / hoists / scaffolding are supplied. when additional work is necessary because of the issue of a change order.Permanent / temporary bulk / commodity materials. Mistakes and knock on delays. this could also mean additional insurance premiums. 1 week or 1 month) will typically produce extra project related overhead costs. paint. loss of productivity. drywall etc may not be installed in temperatures lower than 32 degrees F. Acceleration activities. inflation. construction equipment and sub-contract work should be calculated and included with the change order value. why should the contractor lose out on a bonus just because the owner has issued a change order. Contract end date / time extension (additional Division 1 Costs / Preliminaries) each change order should be evaluated and estimated pragmatically (endeavor to capture all the cost items) and managed on a case by case basis to safeguard the current project / contract end date (or extended completion date). of course this has a cost consequence. material. this cost will need to be established by the contractor and passed onto the owner via a change order or claim. In view of the fact that both shifts use the same gear. should be carefully considered. plus the labor to maintain and control this activity etc). contractor is requested to accomplish a greater amount of work in a shorter time period. temporary partition etc). The new crew will have to go through a learning curve with the work completed by the earlier shift. heavy rainfall. noise. fixtures.e. Given that both shifts will be working on the same construction effort. the materials and labor costs will most probably be more than originally bid. will the work be carried out in winter months. tools and construction equipment.e. protection of (owner supplied fixtures / equipment) furniture. Partial facility acceptance occupancy or partial / staged transfer / partial start up of facility. the site establishment and the site staff will need to be at the site that additional period of time. Increased costs / cost escalation / inflation: When a new change order delays completion of the project. a larger labor force may be required together with additional supervision. heated aggregate. equipment. significant snow / frost.O. the additional costs of labor (increased wage rates). Temporary protection of completed construction work: (Protection of previously completed work with tarpaulins. high winds. Effect that change orders have on any bonus / penalty provisions or liquidated damages. inventory. potable heaters. examples could include storms. will this impact labor and material costs. intrusion of owners employees / customers. many times they will be in 20 . it is possible that this will cause field mistakes / re work and “knock on delays” which can be very costly to correct. overtime. An authorized time / schedule extension (i. In certain shift work situations. These above and beyond the current project related costs should be recognized (fully scoped out) collected and (estimated) priced out and included in the new change order value together with a time extension (if necessary) and presented to the owner.momentum is many times lost or diluted. dust protection and schedule issues could negatively impact worker attitude / productivity. Extreme weather conditions (hot or cold) impacts labor productivity. Concrete. A change order producing a delay to the basic contract completion date will of course impact the construction project with additional costs to the Contractor (direct and indirect costs including H. what impact will this mean. supervision are typically associated with this situation. Rescheduling caused by change orders may postpone the completion and hand over of the project this may cause additional costs to the contractor by having to finance the project for a longer period of time than originally estimated / anticipated. temporary partitions etc may be required. When a change order delays completion of the project. and any loss of future potential profit). retention funds could be with held for longer periods of time. temporary heat. temporary heat. there will be a specific ineffectiveness in the hand over from one shift to the next. Fast tracking / accelerating the completion date could affect a decreased production rate / productivity / efficiency. security restrictions in specific areas. this particular situation could result in the work being carried out after an area section / floor of the facility is occupied by the owner’s staff. auxiliary weather protection materials / heating / support systems may be required (salamanders / gas bottles. partitions and potential loss of productivity. i. Finance costs and any bank charges should be part of the change order or claim if the contractor in fact pays them. Will the change order work be completed in the later stages of the project. deliveries. At the same time as the project manger is evaluating the change order. imagine the logistics of doing slip forming on a major high rise building. makes the coordination difficult. Extra support staff / additional logistical support: (Both H. Field progress / labor productivity on the original / basic contract could be negatively impacted both from a cost and schedule point of view. in view of the fact that the general contractor’s change order will be compiled with many change order pricing submissions from a number vendors and sub-contractors. Successfully coordinating some or all of the above with the above issues should help facilitate the contractor to establish accurately the cost of executing the work that is necessary in completing the change order – collecting the relevant data and putting it on paper is the secrete of success. it should be added / incorporated after all the costs have been collected together with the appropriate percentage for general and administrative overhead costs 5% 21 . etc for scaffolding support could result in additional costs incurred by the contractor. how are these costs recovered. temporary electric lighting will have to be made available / maintained. construction equipment and specialized sub – contractors resources etc. having to prepare outside areas with stone / sleepers. causing planning and scheduling to be difficult to say the least creating schedule stoppages. Additional hard standings / special scaffolding needs / requirements. it can sometimes work to the contractors advantage to get a number of change orders and many times it will depended on the sophistication of the owner and his or hers knowledge of the construction process on how this will all work out. because the existing supervisory staff must be extended over a number of different work shifts. fences and the subsequent rental. general and administrative overhead costs. The construction industry in the twenty first century is more multifaceted and complicated than ever before. every contractor will be faced with delays.different locations. man power loading craft workers. and field staff) Difficulties can come about because of problems in ordering. watchmen and perhaps[s other labor costs could be part of this activity. ordinary light will not be on hand. barricades. this is the sort of coordination that may be required. good documentation must be kept to support the commercial basis of the change order. ordering of materials. erection and dismantling. profit margins general and administrative overhead percentage uplifts in the construction industry vary widely.O. purchasing and delivery of major equipment. A reasonable overhead and profit fee perhaps 10% – 15% should of course be part of the change order. bulk materials and construction equipment. field orders. at the same time this delay / stoppage is the usually the responsibility of another party working on the project and puts the contractor in jeopardy to disrupt the customary operating methods / proceedings and impact the expect return on investment / profit margin. Overtime / shift work . bulk materials. thought must be given to the knock-on effect of the specific change order will have upon the total execution of the total project. Typically temperature / weather conditions at night are more difficult to work. and because the terms and conditions. due to a new change order. Site management / field supervision shortages / restrictions (Additional site staff for short durations to complete the change order work): Construction field activities required and linked with the integration of a change order work and the work of the basic / original contract may entail a dilution / digression of supervisory attention from the original / basic contract work. in view of the fact that the extra shift will be performed at night. As a result. The quantity of issues concerned in executing even minor projects can be daunting. The subsequent list of issues may impact productivity when work is performed on a shift work basis. Field supervision will be thinned out. what’s next. as to work completed. if this is the case the contractor will be obliged to issue a documented delay claim to the owner.. temporary heating could be required to allow paint / concrete to cure properly. to site etc. Increased overhead costs and inflation / escalation of material. labor and major equipment costs many times can also play a part in extra costs to the contractor. Deliberation must now be focused on commercial conditions. inquiring ordering / purchasing the additional major equipment.grave yard (night work) versus normal daytime work. Like all other situations in business. (Many owners will not like this statement. however many owners understand the work effort required by the contractor to come up with the cost of executing a change order proposal. Daily construction equipment and usage report.60 days after this time we reserve the right to re-visit the cost values. high water table). The owner’s failure to provide timely interpretation of the detailed design / specification and failure to respond to requests for information. • • • • • • • Additional work (not part of the original scope). scopes of work etc – there is no such thing as a free lunch). the client should have some insight to the claim. due to potential cost increases from our sub contractors and vendors related to price increase related to material cost and increased costs of labor and overhead fees) When a change order is not approved. that are not shown on the contract drawing. The owner’s failure to promptly reimburse / pay the contracting parties. Log of potential change orders / claims (PCO’s). the cost of the estimating effort should be reimbursed. Photographs / videos. Visitor log. / Force Majeure. A claim is a request by one of the parties to the contract to seek additional payments and possibly additional time to execute the contract. (RFI’s). Site superintendent diary. (Pricing basis is valid for 30 . An order by the owner to stop or terminate the work. Change orders that substantially alter the intent and scope of the original contract. Reasons for a claim could be one of the following. 22 . Listing of construction field reports / documents that should be maintained. Underground earthwork conditions or concealed physical conditions (rock. the contractor should be compensated for all costs incurred in the study / preparation of the change order quotation. Minutes of all meetings. phone calls. Purchase order log. cost related to pricing out the change order should also be included. to support any future change orders and potential claims: • • • • • • • • • • • • • • • Monthly job cost reports. The change order should contain specific language for acceptance of a change orders. Acts of God. Sub contractor log. Commitment register: Timesheets Safety log Bid evaluation files.t0 10% seems to be a value seen in industry. Correspondence files. to just send it out of the blue is of course not a smart way of doing it. memos. there is the right time and a wrong time to submit a claim to a client / owner. so it doesn’t catch them off guard. copies of specifications. electrical cables. Schedules and subsequent updates. underground conditions – such as pipes. consider and follow the subsequent measures and steps indicated (of course no two claims situations are the same – basically use the methodology as a guide). claims caused by the owner or his or her representative. A host of other situations. acted upon and filed during the projects life cycle. overtime logs. outside the scope of the original project. clerk of the works / owners 23 . visitors. problems experienced.e. The point of the following observations is to improve the task of researching and collecting documents / back up data needed to support the claim. change orders. stoppages. accident notices. number of workers. payroll documents. Signed daily project timecards. Drawings Specifications Other relevant documents: These must be filed away for possible future action. draft and prepare a “position” letter delineating the details of the claim to the appropriate owner project representative(s). milestones achieved etc. Prior to producing and sending a claim or notifying the party that a claim will be forthcoming. All construction related organizations. due to no fault of the contracting firm). delays. completion of certain units. The contractor’s project manager / site superintendent must be educated to maintain a precise daily activity log / diary. sub contracts. approvals. be satisfied the claim is just legitimate and that the claim is fair and represents real life situation (costs have been incurred. are they considered a cost of doing business. brass ally records. i. A valid question is are the legal fees recoverable or is this a cost the contractor will have to absorb. recording each days major events. disruption or stoppage of work have to bear in mind that it is fundamental for future survival to keep up to date documentation / records on every project they are involved with. delivery receipts. invoices. deliveries. Impediments caused by untimely processing of invoices. With the cooperation of lawyer if necessary or a specialist claims consult if deemed appropriate. contractors and A/E firms that encounter a delay. following a thorough assessment. This includes the retention of all project related: Memos: Minutes of meetings: E-mails: Phone messages / verbal instructions should be documented. when work areas were handed over by the client. Have a good handle on the terms and conditions of the project contract and determine what length of time is required prior to informing the owner regarding a potential claim (don’t leave the claim resolution to the end of the project!!!!) Have appreciation of the big picture and be aware of all direct and supporting items that could be part of the claim if management has made the decision to submit the claim – know the issues so you can talk with some authority when the owner starts asking questions about the claim. accidents. correspondence. progress photographs. site meetings. verbal communications should always be confirmed in writing – e-mails are a great application of confirming actions. if the contractor or engineering firm is persuaded a claim is appropriate. must be retained together with copies of all purchase orders.• • • Inclement weather conditions. schedules and all other relevant site related documents. etc. This includes project related correspondence between the “project team” members must be acknowledged. submittals. weather conditions. the root cause of the problem many times is that the 24 . Many times it is prudent to utilize the services of a lawyer or a claims consultant (an expert on producing claims) these parties typically focuses on construction disputes this resources can be very helpful to the contractor / engineering firm who are not usually involved on a daily basis with claims. If the claim is rejected. All related claim letters / correspondence should at all the times be sent via express mail with return receipt signature to make sure it arrived and who signed for it. and indicate the time extension required that will impact the general conditions and the completion date. the owner(s). As a general rule. the contractor / engineering firm etc should request in writing the grounds for rejection of the claim and at the same time present and pay for a submission for arbitration. this situation gets the involved parties into an initial review / possible meeting of the minds / resolution of the claim. communications is the basic problem if the issues are discussed when they happen the problems can many times be reduced. If the claim is rejected. indicate that you reserve the right to take legal proceedings on this subject at a later date if necessary. we are giving notice to you of these additional costs sustained by us that were not caused by our actions – so you can take appropriate actions i. spell out the value / lump sum amount if known you are requesting for as additional payment to relieve this problem. nominated sub-contractor(s) and nominated vendors etc. on the other side of the coin.e. (Not shown in contract documents) Water (high water table) Scope of work (additional work) Changes in Specification / Errors / Scope Materials changes Equipment changes Changes in installation methods Design errors Change in schedule / Delays Execution Delays / Accelerated handover requirements Poor productivity Late or delayed payment Late detailed design Failure to answer RFI’s / Late shop drawing approval Termination To summarize the above write up it would be reasonable to say that owners are often initially skeptical of contractor’s or A/E proposals (submissions) for claims and change orders. who are possibly responsible for impacting our ability to perform our scope of work and are a root cause for our delays on the project.e. architect / engineer / construction management firm. The letter: should give details the nature of your claim in adequate detail to portray the claim in some detail (it basically gives a basic outline of the issues and challenges being faced or recently experienced) note this should not come out of the blue hopefully the groundwork has be laid with conversations and comments in various weekly meetings and reports.representative or perhaps to all of them – lay it out on the table. it is very important to data collection activity moving along and start the due diligence effort. point out that the delay and the ensuing damages / costs are the liability / responsibility of other parties on the project. Initially when this is happening it is redundant to include in the claim letter an itemized listing of the amount you are requesting – perhaps a budget value should be initially established. The following is a listing of some key issues that can be responsible for change orders and claims: Changed Conditions Rock. (back charge them) against other project related organizations / parties i. it may be a wise move to state the following. it may be impossible to determine the real cost because it is currently evolving. Having some or all of the above documentation will many times be all that is required to settle and finalize the specific change order. Retention release log. Costing / pricing details copies of all change order bids. Prior to the ruling (by the companies investment committee) to proceed to invest funds into a new facility. 11. Marked up drawings and specifications. Warranty data. Bore holes. 2. Release of liens documentation. 30. 28. Separate cost coding / WBS structure. 10. 5. 31. PCA’s. Relevant schedules / CPM networks. 15. Change order log (showing date submitted and date approved). If the dispute or claim cannot be resolved contact a lawyer or a specialist claims consultant to determine what the best path forward is to resolve this impasse. Telephone conversation records. 17. Instructions to bidders information. Request for information log (RFI’s). Bid tabulations for materials and equipment. 13. Keep all specifications and drawings including all revisions. 6. specifications and the construction contract). 32. 8. 18. it is many times sprung on them. Field records.e. Superintendent’s daily diary. weekly installed quantities. Daily time sheets. capital investment in a new facility is a common / ongoing activity for just about all major chemical / manufacturing organizations. CONTINGENCY CONSIDERATIONS AND THOUGHTS (CAPEX) i. 7. 23. the following documentation can in many ways support a claim or can defend against a claim. daily. Owner payment schedule (planned and actual). 26. Original bid documents (contract drawings. 27. 1. 25. 22. 20. Other relevant supporting data. 12. a cost estimate is 25 . Keep all related project correspondence. 24.claim or change order is not adequately documented or discussed with the owner. Work stoppage reports. As-built documentation. Cut sheets / fabrication drawings. 14. 21. Sub contractor / vendor quotes / addendum and change orders. claim or dispute. The contractor or A/E firm has the task to prove the scope change (change order or claim) together with the costs and delays that he or she is passing onto the owner. 4. 29. Shop drawing register / vendor documentation / submittal records. Daily equipment usage reports. time and again some negotiations / give and take will be required to close the issue (all parties should aim for a win-win situation). 3. Photographs / videos. sub-surface conditions. Applicable invoices and payments. 9. 16. Inspection reports. Punch list items. 19. be it 20% or 5% of the total cost of the project. 10% or 5% or a calculated value. a refinery produces 100. Is not for scope changes. and general attitude of a. (a grab number. items reliant on an indeterminate happenings. is the estimator / cost engineer / project manager the right individual to calculate this value. person (optimist or pessimist. Preconceived ideas / concepts could be. the amount / value of the contingency of course is dependent on the perceived challenges and risks that the projects may encounter during its execution phase and of course the accuracy of the scope of work and the skill of the team compiling the estimating deliverables. What happens if any contingency money is remaining at the conclusion of the EPC effort? The comprehension and treatment of contingency replicates an individuals skill sets / education / knowledge / years of hands on EPC experience. the scope of any project should be known. written measures on assessing contingency usually are different in distinct industry sectors and from one business / company to another.e.C. any delineation from this i. / understanding. The word contingency is in all probability is one of the most abused and misconstrued words used in engineering / construction industry today. Uncertainty of incidence. how is it used in the Engineering.000 barrels of oil a day. Contingency what is it.P.P. an estimate by its very nature is inexact and typically fails to capture the full extent of the final scope of the project. Contingency should exclude changes in the pre-established scope of work. Procurement and Construction Industry (E. a plant produces 150 ton per day of cement. 15%.C. Contingency. Methods. the plant will produce 200 tons a day of cement is a change in scope. because it is compiled with incomplete information. the word to an engineering / construction professional could create a pre-conceived image / thought process. procurement (the purchase of bulks and major equipment) and construct work related to the proposed facility. even conceptually.” Refer to the term contingency to ten engineering / construction industry professionals and you would most likely get ten different elucidations as to what contingency was and how it should be appraised and utilized and what the primary purpose function of contingency is.). • • • An overall percentage (value) applied as a penultimate activity in the estimating / bidding process. contracting industry seem to be fundamentally different. i. ways of determining.e. this is a totally erroneous view of the real meaning of contingency. 26 . half full or half empty attitude).compiled to determine the cost of the engineering (detailed design). The definition of the word “contingency” is as follows: An amount / value of money or time incorporated into a capital cost estimate for changes / modifications that history indicates will happen / occur during the life cycle of the project. (Contingency is by definition a widely misused term) many people think of contingency as a scope allowance. The most common definition of contingency is. that is based on the analysis of know and unknown project specific risks) Which team / parties compiles / selects / controls it and modifies it. An amount / value added to an estimate to allow for changes that history indicates will happen. together with attendant expenditure / cost. “an amount of time or money added to the base cost estimate to allow for changes that experience indicates will happen during the execution of a project. an unanticipated cost related occurrence. this cost increase should not come out of the contingency fund. The cost ramifications of this “missing scope” together with the perceived risks is typically captured by the application of a contingency provision (line item). manufacturing V’s E. arithmetical errors. The response to this question needless to say is that no one single all encompassing. Contingency values should be included in a capital cost estimate to compensate for the main topics mentioned below: • • • • • Accidental events. What contingency value is correct and what value is unrealistic. Engineering growth. All of these could in some ways be considered a contingency value. wrong scales were used in determining quantities. is 5% correct or should it is 15% or even more. Technical contingency and general contingency.Other terms that have crept into the “contingency” definition include: (imagine the action of trying to fine tune a radio to get the best reception – well these definitions are similar). / The historical track record / performance of the operations / execution group(s) Current and future workload general / economy predominantly concerning risk management / mitigation. there purpose is to protect the validity of the capital cost estimate. Successful utilization of the term contingency can only be comprehended by knowledge and recognizing the value of such feature as the following topics. Estimate imperfections. who good are the forecasting skills of people involved in the capital cost estimating effort and future execution effort. we have missed / not estimated 3 field storage tanks and its associated piping systems. Should the contingency value recommended by a cost engineer / estimator functioning for an engineering firm or for an owner company be more or less accurate than the value suggested by the other interested third parties associated with the project. should the value be (low) a target or high. Oversights.6 drawings were not estimated. sever weather conditions (floods. 27 . designation. • • • • • Resolution allowance. off site tank farm was incorrectly scoped out. bankruptcy of vendors / sub contractors. Addition items that could be considered contingency related items include strikes. Focus allowance. i. errors on drawings. installation mistakes. procedure or statement of contingency that covers its overall use in the construction industry. How good are we at capital cost estimating. private V’s government operating parameters. Design development. hurricanes. by recognizing that scope definition becomes more focused as the project definition become more defined.e. world events that impact general industry and the global economy. definition. earthquakes) estimating errors. Major equipment is damaged in transit Economic Changes. Is company in the “risk business” does company submit lump sum. • • • • • Our track record. 4 . hard money bids / the operating principals / makeup of business and industry. oil prices spike due to middle east war Errors. Team strengths do we have enough capable individuals. process / manufacturing / performance guarantees. some use 5% or 10%) it is many times indicated as a specific percentage / line item this together with a value that is of the estimated for the activities specific to the Engineering. And the quality of the engineering / specification deliverables provided. together with imprecise scope / estimating definition / data at during the estimating effort. Procurement and Construction (EPC) project. (some organizations agonize over it’s value.5 – 7. Contingency should not to be become a mixture of. Specific Events / Construction and Procurement Problems: Lock outs. liquidated damages. catch-all line item.5 – 15 2. Prior familiarity with project control issues is crucial for individuals involved in selecting / evaluating the required contingency requirements. (and what happens to contingency monies not expended). completion bonus. strikes. The intricacy of executing an EPC project the detailed design. it should have a approach. engineering errors.Design / Feasibility Front End / (FEED) / Preliminary Budget Control Lump Sum / GMP / Turnkey Contingency % 30 .E by a value greater than 10%)? 28 . Type of Estimate OOM / Ball Park / Blue Sky Conceptual / Pre . is a serious undertaking that needs to be well thought-out when evaluating / weighing up contingency risks / considerations.40 20 – 30 15 – 20 7. together with the relative accuracy of these estimates. world event such as the 9/11/2001 terrorist attack and the “knock on effect” to the overall world economy. minor / major accidents. extreme weather conditions. Questions that should be answered prior to the application of contingency are: • What is the probability of exceeding the capital cost estimate (what happens if we exceed the A.F. engineering delays. The risks / the restraints on specific project related activities or special risk items.• • Quality of bid / estimating deliverables / the definition / quality of the capital cost estimate. it’s always 5% or 10%.5 Accuracy % +/40 – 50 20 – 30 15 – 20 5 – 10 0-5 The ground rules of estimating / cost control (Project control issues as described in previous sections must be contained within the formal scope of work): One of the main reasons for budget / over runs is unknown items (Undefined scope). Many times these accounts / line items / future expenditure items are more often than not articulated (Discussed by the team in any depth) sometimes these line items are treated as allowances and may not have sufficient definition to be accurately valued. The “complete scope of work definition” together with the execution plan. The contingency line item many times materializes as the last but one / penultimate line cost item on a capital cost estimate summary page. the procurement and construction (and project control) activities with a fixed completion date for a fixed sum of money. Terms and Conditions / Type of Contract: The precision of the capital estimated cost will many times be enhanced for lump sum / fixed price construction projects versus those utilizing “open” ended reimbursable cost plus (+) forms of contract. basis and a methodology in it’s build up and how it is managed during the project execution phase. inflation “spikes” and differing labor productivity performance are just a small number of the many construction related issues that could have an effect on the accuracy of the projects final cost. The following is a listing of contingency values for five estimating levels. slippage of major equipment deliveries. such as time or quality. performance warranties. an example of this is floor drains. signed purchase orders. detailed design may be 80% complete. Detailed design may be 20% complete. Other nomenclature for Resolution Allowance includes: • • • • Design Development Engineering Growth Focus Factor and Calibration Factor. The following topics should be considered when compiling the capital cost estimate. Definition Factor RISK MITIGATION / APPRAISAL AND OPTIMIZATION THOUGHTS A risk analysis workshop is an essential scope definition deliverable the assists greatly in the estimating effort. Bulk materials take off’s and mechanical / I & C sub contractor costs still in a state of limbo and any process performance guarantees that are required. all the sub-contracts have not been executed we are still receiving bids. .10 – 20% Resolution Allowance: Experience indicates that invariably some items will be missed out of the estimate.5%. 29 . funds. however this scope item has not yet been defined) but we know we will need them as part of the project. unlisted major equipment items still remain. the construction work may be less than 10% complete.5 – 10% High Risk: New client.5 – 7. (95% of the major equipment is purchased) executed contracts and work completed.0 – 2.• • What is the probability of under running the capital cost estimate (do these under run fund go back to the operating company)? If the capital cost estimate including the calculated contingency exceeds the AFE budget what are the consequences. Typical contingency percentages / considerations: Limited / No Risk: Lump sum bids. the construction work may not have yet started. detailed design may be 50% complete. liquidated damage clauses in effect. or in the final estimate review process. it provides a appropriate way to audit and benchmark the accuracy of the scope of work and therefore the resulting accuracy of the estimate.E. to compensate for this it is appropriate to include an allowance / line item called Resolution Allowance this could range from 2. issues around labor performance and productivity need to be established. all the sub-contracts have not been executed. new technology.F. the construction work may be 30% -50% complete. some of these issues can have a significant cost impact to a capital project and should be resolved in the early stages of the project to minimize the operational / execution effort and of course to minimize / optimize the final cost of the building / facility. .O.5% Low Risk: We have obtained firm quotes.D. for additional A. unlisted major equipment items still remain. (Will Value Engineering be required or a will new scopes of work need to be developed. . .2. what are the consequences of this happening). (75% of the major equipment is purchased).5% 5% Medium Risk: We have obtained firm quotes. (35% of the major equipment is purchased). will we need to go back to the B. they are not shown on the drawings to date (They will be indicated on the updated drawings in a month or two. travel costs. trips home. Large project $50+ million. Required worker proficiency (pipe fitters. Adequate available office accommodation for owners project staff: Technical expertise of key team members / personnel: Proficiency with this scope of work: Ability to obtain or assist in obtaining related permits. hotels & per diems): Overseas location (work permits.O. Proven technology: Continuous or batch process: Sophisticated / Hi-Tech Facility / high level of control systems: PROJECT LOCATION • • • • Close to EPC office (minimal out of pocket travel expenses). looking for new jobs: LABOR FACTORS • • • • • • • • • Union current labor agreements): Non Union (open shop): Merit shop. future increases: 30 . electricians –use of TCN’s): Local Productivity V’s Gulf Coast (or other specified location). PROJECT SIZE AND CURRENT CONSTRUCTION ACTIVITY • • • • • • Small project less than $5 million. Need for worker training. Union Wage Scales. hotels & per diems): Need to hire new staff if a far distance from existing H. Far distance from EPC office (travel costs. First of its type: (never been done before – perhaps only in a small scale pilot plant). Drug testing requirements: Interface with client’s workforce. Available footprint / size of work (phased approach or the need to modularize components off site): City or rural location: Current engineering and construction activity in this immediate location: Welcoming local community.CONTRACTORS CAPABILITY TO SUCCESSFULLY EXECUTE EPC PROJECT • • • • • • Adequate bonding capacity of general contractor / sub-contractor(s): Availability of qualified staffing resources. Revamp / upgrade project. TYPE OF EPC PROJECT • • • • • • New grass roots field application. millwrights. are they committed to other projects. Profit Margin: Payment terms (30 . Operating costs / operating materials.45 days or possibly more): Cash flow requirements. Consequential damages ramifications. Retention issues: Delays. extension of time: Parent company guarantees: Invoice approval bottlenecks. FORM OF CONTRACT (Terms and Conditions) • • • • • • • • Cost Plus / Reimbursable: Fixed Price / Lump Sum / Hard Money: Schedule of Rates / Unit Price: Negotiated Price: Design Build Contract. Taxes (local. Inflation / Escalation projections: Currency Impact: Exchange Rate Basis (basket of currencies): Contingency (technical and General): Completion Bonuses: Liquidated damages: Penalty clauses: Shared savings: Capital V’s Expense philosophy.• • Prevailing Wage rates: Unemployment levels: MONETARY ISSUES • • • • • • • • • • • • • • • • • • Cost of proposal preparation: Performance Bonds. B & O. Guaranteed Maximum Price (GMP): Management Contract: Contract language / Terms and Conditions: 31 . other boding requirements: Import duties / Sales Tax issues: Finance Costs. Payment method for scope changes / change orders: Warranty issues (time period). Penalty / bonus clauses: Liquidated damages: Insurance issues coverage (BAR – General Liability). federal): CONTRACT LANGAUGE / CLAUSES • • • • • • • • • • • Scope changes initiated by client. Temporary protection of completed work: Pumping of rainwater from foundation and trenches: High water table (well point system): Weather window issues: PROJECT DELIVERY ISSUES • • • • • • • Fast Track Engineering / Procurement / Construction approach: Overtime / shift work premiums: Long lead M. delivery issues.• • • • • • • Onerous terms: Extended Warranty issues: Liquidated damages issues: Consequential damages issues. Mobilization / demobilization issues Accessibility to existing services / utilities: Installation of temporary road and subsequent maintenance: Demolition / hazardous material(s) removal: On site / off site storage needs: Construction of batch plant / temporary pipe fabrication facilities: Temporary screens / protection issues: Safety issues / drug testing: Overcrowding / available workspace / phased approach: Working in existing operating facility / protection of ongoing operations: Time card (brass ally) / security: Material management / logistic requirements: Onsite fabrication facility (pipe and structural steel): CLIMATIC CONDITIONS • • • • • • • • • Extreme heating or cold working conditions: Additional costs related to heating / protecting wet trades: Installation tolerances add-mixes (high / low temperatures): Temporary heating to completed work: Snow removal costs. Ocean freight costs. Early payment / deposit issues Expediting issues: Trafficking issues: 32 . Dispute resolution issues: Applicable laws: SITE LOCATION FACTORS AND ISSUES • • • • • • • • • • • • • • • Remote / hostile location: Need for camps and catering.E. Performance guarantees. conduct V.E.: VALUE ENGINEERING • Conduct 1 – 2 day formal V.• Phased completion issues: FEDERAL / STATE REGULATORY ISSUES • • • • • Building / Environmental / Fire marshal permits / Elevator. Inspection visits and schedule issues: Applicable Submissions to township and federal agencies: OSHA issues: Validation issues (US FDA): OWNER / CLIENT INTERFACES • • • • • • • Owner provided (free-issue equipment and materials): Corporate Engineering / Plant Engineering involvement: Utilization of client specifications / standards.E. document all risks that could compromise the completion or cost of CAPEX project.40% complete. RISK MITIGATION WORKSHOP • Conduct 1 – 2 day formal risk mitigation session in first couple of weeks / months of projects life cycle.E. team. session offsite to ensure full attention of V. or use industry standards: Engineering involvement (major or minor role): Construction Management (major or minor role): Penchant for scope changes by R&D group during EPC effort: Ability of client to pay on time / Financial strength / possibility of take over. 33 . session when detailed design is 10% . 000 gallon a day facility cost US$14.3% or even less.70.672 = $9.45 million this value multiplied by 0. An example of this is as follows: An Acetic Acid Plant: A 15. hence it’s name the 6/10th factor.71 million. 0. The $64.e. This is relatively seasoned approach / method of estimating “process related” plants / facilities and processing equipment – major equipment (M.7 (of course there are exponents that fall above and below these values). procure and construct what would an 8. +/.70 (exponent) = 0.500 gallon a day plant. This estimate is typically compiled when little or no detailed engineering is available perhaps 2% . project . On many industrial / manufacturing plant projects such as chemical facility / process plants.672 The original 15. basically this capital cost estimating method is used to decide on various early economic case studies. This procedure is assumed for the same time period and location. procure and construct. multiplied by appropriate exponents listed below. many times called “capacity or equipment” factoring or 6/10 th’s rule.5 and 0. taken from the list below.566 this value multiplied by xy multiplied by 0.). many times it is the first estimate compiled.35% of this estimating method is so wide). multiplied by known facility cost.1 SCALE OF OPERATIONS .EPC industry as cost capacity – ratio exponents (however the accuracy of the resulting value unfortunately is not very accurate – so be careful with the resulting values). and articles.6 is widely used. however these exponents in a lot of cases fluctuate over a wide range. (this issue is the subject of some debate – and can be considered a grey area) this feeds the argument of why the accuracy range i.000 gallon plant cost $14.is the OSBL work / scope included in the factors. (or it might be done when there is a preliminary 1 . This value can be calibrated for escalation if necessary.500 gallons divided by 15. plants and major equipment items.000 gallons = 0.E. This concept is thought to have originated in the 1940’s and this estimating approach is widely utilized in the “Process / Chemical / Manufacturing“ industries for a good number processes.SECTION B . The industry average (exponent) cost capacity factor (n) has an average value of between 0. New facility production rate.CONCEPTUAL ESTIMATES / COST CAPACITY EXPONENTS OR 6/10 RULE VALUES The following pages list out 150+ # Process Unit (Operating Units) / Major Equipment items and Construction related exponent values (it is the intent to add additional categories in future annual updates). there is a relationship between the capacity of the plant and the historical / current cost of the facility. Exponents / factor values can be found in various published books. the value / outcome should be calibrated by an inflation / escalation index‘s.500 gallon plant cost to engineer. A quick capital cost estimate(s) can be compiled by using this method / approach known in the “Process / Manufacturing” .process configurations / schemes / process approaches / front end studies. The exponent for an Acetic Acid Plant is 0. this would be the cost of an 8. divided by known facility production rate. The calculation is 8.000 question is .45 million to engineer. This approach should be utilized for very early / order of magnitude estimates. 82 Alkylation.77 Ball mill 0. bulks. A line item value must be added to the resulting results to incorporate OSBL scope 10% . 000 PSI 0.85 Axial duct fan up to 10.37 Air compressor 0.57 Ammonia Sulfate 0. large unit 0.45 Bagging Machine 0.35 Air dryer 0.52 Acetylene plant 0.78 Acrylonitrile plant 0. small unit 0.70 Acetone plant 0. daily / yearly production rates. scope of work. historical data.71 Argon facility 0.45 Ditto turbine 0.95 Aviation fuel 0.65 Bauxite 0.58 Air handler Draw thru (DX) 0.72 Acetaldehyde Plant 0.e. i. contingency should not be added to the estimated cost.73 Acetic Acid Plant 0.000 CFM 0.75 2 . construction management and contingency.F.’s. and preliminary major equipment lists.75 Autoclave 1.72 Ammonium Nitrate 0.5 – 5 HP 0.engineering report) the estimating data is taken from early P. PROCESS UNIT / MAJOR EQUIPMENT / CONSTRUCTION RELATED EXPONENT VALUES / FACTORS Acrylonitrile Butadiene Styrene 0.65 Alkylation.63 Agitator Propeller 0. in directs including detailed design. The following are exponents for a variety of process / chemical / manufacturing plants and process equipment. the data was compiled from North American and some Western European facilities constructed in the 1995 – 2008 period.D. for significant OSBL work this value needs to be increased to perhaps 30% – 50%.30% would be appropriate.86 Ammonia plants 0. labor.B.70 Agitators Propeller 5-50 HP 0.S. The exponents indicated below do not reflect the O. exponent is based on total installed cost which includes all major equipment.L. presumably the historical cost data. the accuracy of this type of estimate is perhaps at best +/-35%. 73 Dryer.58 Centrifuge 0.75 Cyclohexane unit 0.58 Desalter unit 0. air cooled 2 stage.75 Ditto Vibrating 0.63 Cyclone dust collector 0.50 Dryer.67 De-sulfurization unit (Clause-tail gas) 0.45 Cat Cracker 0.49 Column fractionating 0.45 Carbon Black 0.83 Crystallizer 0.Benzene facility 0.55 Blower centrifugal 0.60 Conveyor Belt 0.70 Brewery 0.77 Ductwork 0. pan 0.60 Coke oven gas stripping unit 0.70 Cracking unit.67 Ditto Bucket 0.78 Coking (delayed) top entry unit 0.76 Delayed Coker 0.58 Economizer 0.80 Cracking.59 Distillation (atmosphere) 0.55 Boiler (packaged) 0.67 Caustic soda plant 0.63 Compressor recip.78 Ejector 0. 100 psi 0. thermal reforming unit 0.65 3 .50 Electric Motor 5-25 HP 0.66 Crusher cone 0.95 Chlorine plants 0.71 Cooling towers 0.71 Blender rotary 0.87 Distillation (vacuum) 0.63 Butane 0.42 Dust collector 0.72 Butanol plant 0.85 CO and CO2 hydrogen stripper 0. catalytic (cat cracker) 0.45 Blower Axial 0. drum 0. 55 Ditto dry 0.68 Phosphoric Acid plant 0.60 Phenol plant (High Purity) 0.68 Paraxylene 0.s.68 Isoprene 0.62 Heat Exchanger S/T fixed sheet c.50 Fan.s.75 Ethylene unit 0.86 Natural gas facility 0.87 Oxygen production plant 0.000 .70 Hammer mill 0.66 Filter press plate / press 0.65 Glycol unit 0. large unit 0.10.75 Gas-recycling unit 0.65 Hydrogen production facility 0.68 Methanol plant 0. floating head c.55 Evaporator horizontal tube 0.48 Hopper / Silo conical 0.57 Ditto wet leaf type 0.55 Liquefied Petroleum-gas recovery plant 0.59 Kettle. 200 SF 0.40 Jacketed reactor 0. centrifugal 0.73 Gas dehydration unit 0.000 gallon 0.45 Heat Exchanger u tube 0.55 Heat Exchanger S/T.75 Evaporator vertical tube 0.81 Heaters.62 Polymer plant. 200 SF 0.66 Lube oil plant 0.55 Evaporator 1.70 Hydrogen Peroxide 0.Electric static precipitator 0. gas fired 0.74 Polyethylene plant (High Density) 0.77 Ethylene Oxide unit 0.63 Nitric acid 0.61 Hydrotreating unit 0.66 4 .71 Hydrogen sulfide stripping unit 0.60 Furnace 0. glass line 500 gallon and above 0.51 Formaldehyde 0.72 Hydrofluoric Acid plant 0. 63 Refineries.67 Tanks C.75 Vacuum Distillation unit 0.000 bbls /day and above and larger 0. small unit 0.66 Roller mill 0.63 Scrubber 0.000 bbls /day and smaller 0.55 Polymer plant.77 Soybean extraction plant 0. C.60 Pressure Vessel (SS) 0.63 Steam Boiler / Production 500 psi 0.67 Transformer 0.88 Solvent dewaxing unit 0.500 MW 0.54 Tank C.000 gallon and above 0.55 Soda bicarbonate facility 0. Glass lined 0.75 Pressure Vessel (CS) 0.82 Power Plant Oil 150 – 1.000 gallon and above 0.50 Reactor SS glass lined 1.60 Toluene facility 0.85 Power Plant Nuclear 150 – 1. Floating head 10.62 5 .55 Refineries.60 Refrigeration plant 0.500 MW 0. W/o trays 0. catalysts units 0.83 Turbine 0.68 Solvent extraction plant 0.S.67 Steam Boiler / Production 100 psi 0.S.65 Reforming.37 Reactor.500 MW 0.77 Sulfur production / recovery unit (Clause / Amine) 0.000 gallon and above 0.78 Power Plant Coal 150 – 1.65 Propylene unit 0.51 Topping Unit 0.S. 50.Polymerization 0.S.73 Styrene plant 0.77 Precipitator dust collector 0.58 Tray sieve type 0.72 Pump centrifugal 400 GPM and above 0. 1.65 Rotary Drum Filter 0. or S. 50.66 Urea plant 0.85 Power Plant Gas 150 – 1.500 MW 0.70 Separator centrifugal 0.S.59 Sulfuric acid plant 0.66 Tower C. Vacuum Flash unit 0.83 Visbreaker 0.67 Constriction Labor 0.64 Vibrating screen 0.47 6 .65 Vinyl chloride unit 0.87 Structural steel 0.65 Non Equipment – Facility items: Civil works 0.45 Piping 0.67 Engineering / Drafting work 0. B.74 for a fluid / liquid process plant. these include Hand.I.liquid process plant: = Total Estimated Plant Cost. As we stated before the information contained in this section is supplementary to the data 1 .B. contractors and owners have compiled their own factors / multipliers to replicate their particular practices and historical data. Peters & Timmerhaus. these are totally different than systems utilized in the 1940 / 50’s.L. In view of the fact that some of these factors were introduce 20 . other proponents of this approach include Bach.63 for a solids / fluid . Nishimura – who has done additional research work on these factors. different major equipment etc. it is compiled a by multiplying the cost of major equipment item. things that have changed in the last 50 years include. = Total Estimated Plant Cost.10 for a solids process plant. a pump.C. different materials.e.. Guthrie. however these factors remain valid today as an early estimating tool. Pennsylvania. The above values do not mention O. is this data still relevant today. a compressor. This first method “Lang factors” comes up with a total installed cost (T. i. Lang presented this data approx 50 + years ago.L. many engineers. There are other individuals that developed ratios and multipliers.SECTION B .S. in the late 1940’s and early 1950’s the method is known as the “Lang“ Factor method is widely used in the “Process / Chemical” related industries. some of the most frequently used “multipliers”. in many ways the answer is yes. are mention above. piping. Miller. this multiplier includes such items as concrete. a tower etc. = Total Estimated Plant Cost. work only.2 CHEMICAL PLANTS / MANUFACTURING FACILITIES RATIO / PERCENTAGE ESTIMATING FACTORS The data and various cost models contained in this section are supplementary to the data contained in Section A – 3. When evaluating the above methodology consider what Mr. Wroth and Compass International to name but a few.e.40 + years ago many estimators / engineers are skeptical about using them today. Lang published in the June1948 edition of Chemical Engineering. 2) Delivered Major Equipment Cost x 3. instrumentation / control systems use of Delta V and TDC 3000 are commonplace today. Chilton. Note these factors are useful for coming up with very early order of magnitude estimates. Mr. environmental issues. Gallagher.S. the accuracy of these factors are at best +/. Hans Lang who was an Engineer / Estimator with a major engineering firm in Philadelphia. The “grandfather” of ratio factors is thought to be Mr. Hans J. they are much more expensive today than the time these factors were established. project delivery methods. 1) Delivered Major Equipment Cost x 4. etc. electrical etc. by specific multiplier.). Cran. Suarez. all the bulk material items and in directs plus detailed design).30%. work the assumption being that the above values are for I. There are a number of similar factors produced by other individuals. structural steel. (i. 3) Delivered Major Equipment Cost x 3. company workload. The base data which was commenced in the early 1990’s has been updated / calibrated to reflect to today’s time frame. the delivery of long lead major equipment is impacted also.contained in Section A . planking & strutting and or sheet piling) and concrete values up. Example 4. in this situation the piping and instrumentation typically are higher. the vast majority of process related projects are executed on a lump sum basis.0. this could increase the cost by 0 – 10%. Refer to Note (C) later for suggestions on how to compensate for high usage of 2 . these types of projects could cost between 25% and 75% more than the “grass roots” data indicated below and in some situations higher than 75%. The projects from which data was collected from ranged in value from $5 to 110 million.e. Example 5. many times these costs are to a great extent impacted / influenced by the current and future economic climate.25%. This value / percentage can vary from 10% to 70% of the Total Installed Cost (T. for normal / mainstream plants it is recommended to utilize the lower to average ratios / percentages.3. in boom periods / times such as is the case in South East Asia.e. tight working spaces typically impact the labor forces productivity and bad ground typically drives the site work. consider if the initial CAPEX estimated needs to be calibrated for this situation. this has a ripple effect on the project. Example 6 and Example 7 ) was assembled from historical cost data from over 19+ comparable “grass roots” chemical / manufacturing facilities which were constructed in North America within the last 8 years. and Revamp / Modernization calibrations are indicated in this section. plus a value of between 0 – 50% to compensate for additional scope requirements related to these two major accounts. Outside battery limits / off sites records / cost data were excluded from the percentages / ratio’s indicated. material and labor shortages occur.C. client (new or existing) and type of contract i. civil (piling.B. these costs will fluctuate considerably from project to project. i.I. EPC contractor fees / markups. 2) Congested work area / poor site conditions. consider if the initial CAPEX estimated needs to be adjusted for this situation. A listing of O. this type of could be consider to have an accuracy of +/.S. additional ratio data is outlined in section A . 1) Economic climate. this could impact the cost by 0 – 10%. 4th quarter 2008. ratio capital cost estimating is a straightforward approach to producing front end / preliminary capital cost estimates. (In this situation use mid point to high end range of piping and instrumentation values / percentages. This data does not apply to revamp / upgrade type projects.S. but in many ways based on the approach utilized in this section. Example 3. The procedure / method used in generating the cost / ratio / percentage data contained in the following lists (Example 1.B.3 which is presented in a slightly different format. reasonably fast method of arriving at a +/. however the ratios / percentages should be reviewed carefully and perhaps an average or higher value should be selected. the major equipment takes longer to be delivered causing the site establishment to be required longer.25% accurate estimate.L.L. it is a low cost. project schedule. piping etc. the indirect costs. The following ratios / percentages have a wide range. 3) Hazardous Process / High toxicity. This data includes direct major equipment based at 100. typically it ranges in the 10% to 30% range. when a plant or facility has the following situations. this impacts the cost of a project. civil work. value.) of the I. This ratio / percentage data has been constantly re-evaluated / calibrated / benchmarked to audit and keep the data current to reflect market conditions. lump sum or reimbursable. Example 2. especially the detailed design value. Piping. 5) Percentage split or type of plant i. 10) Revamp / Modifications / Upgrade / Modernization to existing Facility / Plant. evaluated if the initial CAPEX estimated needs to be adjusted for these circumstances. (No real track record of a similar facility exists within the organizations database). piping and instrumentation work associated with them. deciding on the correct split / percentage bulk material and labor / sub contract labor can influence the percentages used. evaluated if the initial CAPEX estimated needs to be modified for these circumstances. glass lined piping systems etc. And note (C) following. this could increase the cost by 0 – 5%. use mid point to high end ranges for civil and concrete values.a fully automated facility in North America is many time the norm. alloys. Piping percentage on material and labor could increase by 0 – 20% from mid point to high range value. per diems and associated costs are required for all key staff. civil and concrete values up and the overhead values. painting.). evaluated if the initial CAPEX estimated needs to be modified for these circumstances.) and instrumentation values up. structural steel and instrumentation value could increase by 0 – 15% from mid point to high range. Fluids V’s solids fluids type plants typically have a lot more pumps. 7) Inclement / bad weather typically drives the site work (Northern or Southern extreme weather locations). 6) Corrosive chemicals. This situation can ripple through all of the construction / engineering scope. 3 . a lot of the valves and other devices are opened and closed by hand. 4) Location.e. driving all of the ratios / percentages up. similar to (1) above for painting. in some less developed countries there is a limited use of instrumentation. All fluids. this could increase the cost of the plant by 0 – 15%. 8) Control system. this situation typically drives the cost of the painting. Percentage values should be increased in the order of 25% . the distance from the owners and EPC firm offices causes increased travel cost and travel time.75% (or possibly more) to reflect unique rework / revamp engineering and field construction activities. piping (high stainless steel. Site work and civil / concrete value could increase by 0 – 10% from mid point to high range. evaluate if the initial CAPEX estimated needs to be fine tuned for this situation.expensive alloys etc. 50/50 or 25/75 split of Fluids and Solids or all Solids. this could increase the cost by 0 – 15%. All construction and EPC percentages could increase by 0 – 20% from mid point to high range. 9) New Technology / First of it kind or type of specific plant. evaluated if the initial CAPEX estimated needs to be modified for these circumstances. consider if the initial CAPEX estimated needs to be calibrated for this situation. a highly automated process plant is expensive. piping and instrumentation. thus impacting the bottom line cost. determine if the initial CAPEX estimated needs to be modified for these circumstances. structural steel. structural steel. consider if the initial CAPEX estimated needs to be calibrated for this situation. case in point . 093. 12) Other considerations. cost Major Equipment setting 12% Site Development 1% Civil / Concrete 2% Structural Steel 4% Facility (a) 73% Piping 80% Instrumentation 40% Electrical 22% Insulation 5% Painting / Coatings 4% F/Protection / Refractory 2% 245% $1.417 $115. consider if the initial CAPEX estimated needs to be calibrated for this situation.093.212 / $1.272 $756.EPC costs General Conditions 2% Client front end engineering Spare Parts Taxes 17% Total Direct & Indirect cost Contingency Total Project Cost total 15% $5.850 S/T $263. temporary partitions.25% Direct Costs Major Equipment Cost (including freight) % of M. evaluate if the initial CAPEX estimated needs to be modified for this situation.30 or 4.61 w / o contingency 4 . Example (1) Percentage / Multiplier Method Accuracy +/.803.E.11) Working inside an ongoing facility.960 $641.000 $57.000 $1.212 Multiplier is $5.000 = 5. overtime limited use of construction equipment.000 S/T $2. Fast track / Flash track . structural steel and civil / concrete value could increase by 0 – 15% from mid point to high range.422 Indirect Costs Construction Mgmt 7% Detailed Design / H.850 $3. shift work.046.677.045 $75.Construction / Modular Construction / other unique situations. barricades.O.000 $123.803.770.940 $5. Site work. this could increase the cost by 0 – 10%.275. 62 3.657 Ductwork / Balancing) 15C Fire Protection / 1.034.94 50.87 14.17 109.57 122.64 10.55% 7 Thermal & 773.076.80 193.000 SF 6.61 288.44 10.711 Construction 1.76% 819.17 2.26 11.75% 1.411.74 157.78 40.784.13 210.910 11 Equipment* 9.358 Moisture Protection 8 Doors & 3.73% 1.291.107 ** 3 Concrete 5.805 Controls 100.381 3.37 302.228 4 Masonry 6.740 17 A/E Services 8.266 10 Specialties 1.53% 1 Preliminaries / 2.38 17.64 .34 5.85% 1.968 Windows 9 Finishes 5.309 Sprinklers 16 Electrical 9.70 29.57 26.05 312.84% 1.657.690 M2 (3 passenger / 1 goods elevators) $344 / SF $3.272.59% 2.775 5 SF / Cost M2 / Cost 28.C.159 Systems (3P / 1G) 15A Plumbing 5.97 186.06 546.75 28.00% 21.42 5.90% 413.651 5 Metals / 7.086 General Requirements 2 Site Works / Civil 3.949 18 CM 4.089.79% 15B HVAC (AHU’ s / 3.46% 1.14 17.36% 731.84% 1.72% 156.32% 69.850 13 Special 0.39 17.18 0.93% 1.61 22.86 303.02 5.83 310.57 115.41 190.248.142 Structural Steel 6 Wood Plastics 4.10 23.25% 272.747.96 64. 3 Floor facility 72.465 Facility completed in mid 2006 Calibrated to Washington D.028.55 61.96 242.67 19.255.000: Breakdown by 16 CSI Division with A/E & CM values $24.67% 363.57 10.160 * 12 Furnishings 0.054.(2) Research & Development Facility 40 – 50% ISO 8 Class 100.156 16A BMS / HVAC 1.625.48% 1.12 154.31% 2.78 14.927.835 16.97% 14 Conveying 429.698 M2 Description Percent Total Value Div No 9.21 54.37 3. 500 SF (3) Office / Control Room / Change Rooms 4. Validation costs not included.82% Buildings 1.570 30.400 SF or $705 / SF 2005 Fermentation / Chemical Facility enclosed in Metal siding Building With structural steel.989 0.52%Millwright / setting work Site preparation 285.78% Construction Mgmt 1.E.75%60 .765 1.465 343.970 100.090 14.34%Cooling tower / sub station / new boiler. For a total of 67.500 SF: (B).16%See note C Owner Eng Support 1.37 * Includes manufacturing / production equipment.879 0.870 2.60% 24.767.543 5.40% Feasibility studies 480.747.25%SS glass lined tanks / reactors / pumps Freight 504. (2) Warehouse 7.286 0.978.70% SS / glass lined Electrical 4.24% Pipe 7.865 1.400 SF 6 .) 117 # 14.71 3.994 4.19 Validation Services Total N/A N/A N/A N/A 113.550 1. Installation 721. mechanical and electrical equipment setting and hook-up installation included in Division 15 and 16.450 1.486.066.882 3.500 SF 3 Floors metal siding with louvers with EPDM roof.01% Escalation 976.C. (3) Fermentation / Chemical Facility ((A).743 15.400 SF.82% Structural steel 587.377.753.835 1.92%Division 1 items Total Installed Cost 47.983 0. columns and EPDM roof (Located in Mid West USA calibrated to Washington D.84%114.24%Design review / CM oversight Spare parts / V A 665.06% Demolition 151.18% Instrumentation / BMS 2.32% M.698. area) Scope item $ Cost % Remarks Major Equipment (M.534.052.E.788 0. existing piping and some utilities chillers could be utilized Detailed design 7. ** Includes parking for 225 cars.836.69%3 # buildings see note A Utilities / Miscellaneous items 638.60% Concrete / civil 391.650 2. Fermentation Building 55. Warehouse 7.00% Note A: 3 # Buildings (1) Fermentation Bldg 55.984 10. plus 250 SF Gate house & fencing.750 hours see note B Field Eng support 371.254 1.05% General Conditions 437.500 SF and (C) Office / Admin 4. security. EXAMPLE (4) CHEMICAL PERCENTAGE RANGE PROCESS PLANT (CONCEPTUAL ESTIMATING APPROACH) ACCURACY +/. testing.000. CM already has a presence on site some staff members / temporary offices were used. warehousing. 40% SS) Electrical Instrumentation Insulation Paint Fire Protection Miscellaneous costs (Vendor Assistance / spare parts) Field In-directs ** Outside Engineering (EPC) Construction Management 100.Project duration Start of detailed design 3/2003 completion of detailed design 6/2004 15 months Start of Construction 8/2003 completion of construction 5/2005 21 months Note B: Detailed design includes a fee of $350. workers comp.0 2–4 3 – 10 4 – 12 10 – 35 15 – 40 5 – 25 40 – 150 15 – 50 15 – 50 3 – 15 2–6 2–7 LABOR % 0 85 40 55 40 55 55 40 40 40 75 40 MATERIAL % 100 15 60 45 60 45 45 60 60 60 25 60 3–6 50 50 25 – 45 35 65 10 – 15% of the above total value 4 – 7% of the above total value ** The above Includes craft supervision. rental equipment.30% ISBL ONLY PERCENTAGES OF MAJOR EQUIPMENT DELIVERED TO SITE % RANGE • • • • • • • • • • • • • • • • • Major Equipment see note A Freight Equipment setting Site work Civil / Concrete Structural steel Facilities / buildings Piping (60% CS. clean up. small tools / consumables For OSBL work add 5 – 70% 7 . payroll taxes / benefits. temporary facilities. saving some CapEx funds.000 Note C: CM includes a fee of $250. 000 $50.000 $50.000 $50. or in Value Engineering what would the cost savings be if we removed 4 pumps from the project.Jaw Crystallizer Cyclone Drum Vertical / Horizontal Dryer – Rotary Vacuum Dryer spray Evaporator Ejector Furnace (Cabin) Furnace (Process) Hammer mill Heat Exchanger S/T CS / SS Ditto double pipe Incinerator Pressure leaf filter Pump Centrifugal CS Ditto Reciprocating Ditto Turbine Ragger Reactor Assume Purchase Order Value Ex works (excludes freight) $50.000 $50.000 $82.000 $80.000 $85.25%.000 $70.000 $50.500 $95. The best use of these types of factors is in early conceptual studies.000 $80.000 $90.000 $80.000 $100.500 $97.000 $80.000 $110. cost) 40 – 60% 80 – 100% 45 – 75% 70 – 90% 40 – 60% 50 – 70% 40 – 80% 40 – 80% 40 – 80% 40 – 80% 50 – 90% 50 – 90% Total (Average) Installed cost M. concrete basin.500 $77.000 $80.000 $50.E.000 $85.000 $50.000 .E.000 $50.500 $95.000 $50.000 $50.000 $80.000 $75.000 $50.000 $50.000 $50.000 $85.000 $95.000 $50.000 $50.000 8 $75.000 $50.000 $50.000 $50.000 $77.000 50 – 90% 40 – 60% 30 – 60% 70 – 120% $85. this is a useful tool if the cost of the purchase order can be determined. item (Excluded M.000 $50.000 $72.000 $50.000 Multiplying % range to obtain a fully installed M. timber frame Crusher .000 $50.000 $50.000 $90. the accuracy of this estimating method is at best +/.000 $50. Cran and Lang factors.) Item Air Handler Unit Air Cooled Heat Exchanger Agitator (CS / SS) Bag house Bagging Machine Ball mill Blender Blower / Fan Boiler Clarifier Centrifuge (solid bowl) Compressor (electric motor driven) Ditto (gas or steam driven) Chiller Conveyors (Belt / Bucket) Cooling tower.000 $85. this approach assists in determining quick and reasonably accurate major equipment values.500 $110.000 $82.EXAMPLE (5) Compass Multiplier The following multipliers have been independently collected over a period of 5 to 10 years and are similar in some respects to Hand. what if we add two Heat exchangers to the project.000 $50.E.000 $50.500 $92.000 40 – 60% 30 – 50% 60 – 80% 70 – 90% 70 – 120% 80 – 140% 90 – 150% 90 – 150% 50 – 80% 70 – 100% 80 – 100% 50 – 80% 90 – 150% 60 – 80% 70 – 90% 40 – 70% 80 – 100% 50 – 80% 40 – 70% 80 – 100% 80 – 120% $75.000 $50.000 $97.000 $50.000 $50.000 $75. It hoped to add additional multipliers in the subsequent updates of this publication.500 $95.000 $82. including / excluding items below $50.000 $80.000 $50.Cone Crusher .000 $50.000 $50.000 $50.000 $50.000 $110.E. Ref # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Major Equipment (M.000 $50.500 $50.500 $110. • • 9 .500 $65. Ditto floating head Ditto C.000 $65. piping and fittings 5’ – 10’ from equipment item).S.000 $105.000 $87.500 $65.000 $50.35%). assume that 100’ of control wiring to local JB is included).500 The above multipliers include or exclude the following items: • • • • • • • • • Freight (ex works USA includes 3% of purchase value). • • • • • Excludes Detailed Design / EPC services. Excludes Contractor fee / mark up.000 $50.000 $75.000 90 – 130% 90 – 130% 70 – 90% 60 – 90% 90 – 110% 40 – 60% 30 – 40% 40 – 60% 50 – 70% 80 – 130% 20 – 40% 40 – 60% 20 – 40% 30 – 60% 30 – 50% 80 – 110% 70 – 100% 20 – 40% 50 – 80% $105.000 $50.000 $80.000 $50.500 $75.000 $50.000 $50.000 $50. Electrical (includes all electrical cable / conduit and fittings 5’ – 10’ from equipment item).000 $75.000 $67.S. (Add 4 – 7%). (Add 10 – 15%). (Add 15 . rebar.000 $50.38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 Reactor Glass Lined Reactor Kettle Receiver Refrigeration Unit Rotary Dryer Rotary Filter Tank Storage C.000 $82. (Add 0 – 10% on a case-by-case basis).000 $72.000 $50.000 $50. Excludes.S. Vertical Ditto horizontal Vibrating screen Wiped film evaporator $50.500 $70.000 $97. grouting and holding down bolts).500 $100.000 $50. Structural steel / Platforms / Miscellaneous steel. formwork. Excludes Construction Management. Excludes Field in directs / General Conditions. piping and fittings 5’ – 10’ from equipment item).000 $50.000 $50. Foundations (concrete.000 $50. Equipment setting (includes cranes). Demolition work. Piping (includes all piping / fittings and valves 5’ – 10’ from equipment item). Glass lined Tower / Column w/o trays Transformer Truck loading / Rail car loading Silo / storage tower Stack (steel or slip formed) Sphere Vessel Pressure C.000 $50.000 $90. Fireproofing (specific to equipment item).000 $50.000 $50. shoring and backfill). Painting (includes all equipment. Instrumentation (includes all control wiring / conduit and fittings 5’ – 10’ from equipment item and local controls.500 $92.000 $50. Civil work (excavation.000 $102. (Add 7 – 10%). Insulation (includes all equipment. 20% Accuracy COST OF MAJOR EQUIPMENT UNLISTED ITEMS / DESIGN GROWTH FREIGHT 5% 5% $1.E.99 w / o contingency 10 .166.22 with contingency / 4.E.023 286.EXAMPLE (6) ZEOLITE PLANT SUMMARY ESTIMATE RATIO / PRELIMINARY ESTIMATE +/.631 108.551.313 TOTAL MAJOR EQUIPMENT EQUIPMENT INSTALLATION PIPING INSTRUMENTATION ELECTRICAL SITE WORK CONCRETE STEEL BUILDINGS PAINTING INSULATION – FIRE PROTECTION DISMANTLING – REPAIRS 9% 25% 25% 20% 10% 20% 10% 10% 5% 7% 3% 194.475.000 TOTAL DIRECTS & INDIRECTS ESCALATION CONTINGENCY 3% $9.631 433.989 $3.578 433.804 EPCM SERVICES 16% of ‘A’ OWNER COSTS SPARE PARTS VENDOR ASSISTANCE 845.285.375 98.316 151.469 98.531 15% $9.187 M.000 50.469 $2.554 1.119.491 TOTAL DIRECTS TOTAL M. & BULKS OF ‘A’ $5.837.631 216.633 TOTAL $11.263 216.000 50.968 541.729 200.263 216. MULTIPLIER = 5.313.578 541.642 64.969. 64 0.49 0.24 0.87 12.88 0.47 0.(7) Paint Manufacturing Facility / Partial Retrofit located in Mid West (2004 Costs) Constructed on an established operating site with adequate utilities (needing some modification / upgrading) Category Major Equipment (M.22 Remarks 757 Design hours / Per M. Spare Parts. 11 .32 0.E) 89 items $ Million 14.000 that was completed in 2002: Demolition and asbestos removal could be an expense item.000 and Front End Engineering Study $330.38 1.33 45.16 Excludes: Owner corporate engineering $515.A.52 0.58 51.66 1.12 2.20 4.88 0.E.E. I/C programming (L&M) Utilities / tie ins Direct Costs Field Establishment / In Directs 37. Definition of Terms / Nomenclature of Major Accounts The subsequent listing is an explanation of the significant elements that are incorporated in the various work disciplines as delineated in the previous Ratio / Estimating Factor Tables (refer to page 2 & 3 for typical uplift percentages).37 0. • • Economic climate.53 2.15 Freight Setting of M.5% Total Plant Cost 0. Refer to previous L & M ratio’s to determine man-hours and material ratios / splits. Congested work area / poor site conditions.58 32.63 0. (L&M) Demolition (L&M) Asbestos removal (L&M) Site Preparation (L&M) C/S/A (L&M) Existing Pipe modifications (L&M) Piping (L&M) Electrical (L&M) I/C (L&M) Insulation (L&M) Painting (L&M) Warehouse / Loading Area Warehouse Racks / Forklifts / Pallets / Robotic packers Miscellaneous items (F-P. item 3 floors with siding 0.17 6.5% Directs + Indirect Costs Detailed Design (E&P ) 9.7% CM 3. V. foundations concrete / timber piling. hand and machine excavation. reinforcing steel (cutting. accessories. Facilities / Building specific concrete including excavation. formwork. Structural Steel .Scope of work includes all fabrication and installation activities specific to the cost of procuring (not the purchasing effort man hours this is included in the EPC ratio). S. overtime limited use of construction equipment. (excludes import duties. elevated slabs etc. formwork. stone / gravel base. related to. planking and strutting. manholes. lead paint and contaminated soil) tunneling / boring / jacking. Working inside an ongoing facility. mesh reinforcement. New Technology / Prototype / Pioneer / First of it type plant. Other considerations. Civil / Concrete – Scope of work includes all necessary structural excavation (hand and machine). imported fill / borrow / engineered material. set in place. railroad track and switch points / spurs. process area and parking areas: C. general clearing. the physical site transportation from say a warehouse / lay down area. Major Equipment – Scope of work includes the major equipment (M. Location Percentage split or types of plant i.) cost plus transportation (air. grouting. (not cast in place steel channel / angle iron items which is typically installed during the concrete installation phase). cut and fill. Corrosive chemicals. footpaths. Revamp / Modifications / Upgrade / Modernization to existing Facility / Plant. dams. pre-fabricating and installing major and minor structural steel members and miscellaneous steel / platforms. catch pits / culverts. S. shift work. alignment. Site Work – Scope of work includes all the general site work preparation of the new plant / facility site for construction together with required tree grubbing. the setting and erection labor. Inside battery limit concrete or tarmac / bituminous pavements for roads. backfill.E. miscellaneous iron / steel cast in place items (holding down bolts / plates / brackets / channel cast in place angle iron).E. site remediation (asbestos removal. erect / install internals. barricades.W. finishing and curing of concrete.C. all necessary crusher run. temporary protection. thrust blocks. roads. major equipment 12 . excludes crane costs. the lifting from the (air. fabricating and installing). sheet piling. parking areas and including fencing / gates and any landscaping / plantings.e. rebar. road or barge) means of transport and temporary storage. material and labor required to. heat treating. major equipment foundations and process equipment structures / pads is included in this account.E.). pipe racks etc. Fast track / Flash track Construction / Modular Construction / other unique situations. on site / off site disposal. pre cast concrete. rolling.• • • • • • • • • • Hazardous Process / High toxicity. internal welding of the major equipment in it’s ultimate location for future production / mechanical operation and grouting. road or barge) costs to the site. welding.S. cutting. all fluids. backfill.E. Control system. hardcore. rock removal if required. Setting of Major Equipment (M. 50/50 or 25/75 split of Fluids and Solids or all Solids. Inclement / bad weather. M. cold formed metal framing. earth berms. tariffs etc. soil compaction and fine grading. tamping. typically required on international projects) S. is included under Facilities / Buildings described later. temporary partitions. run off drains / basins. spare parts and vendor start up costs. drainage trenches. scaffolding. rough grading. concrete foundations. materials for hard standings.M. tamping. W. escalators. insulation. plumbing. welding testing is typically included in O/H and indirect accounts). crusher run. process structures. 60 / 40 split. The material cost of these (instrumentation related items) is accounted for / included in the Instrument ratio / percentage (note this cost is typically a minor value). stone. fire water.L. sand and tarmac / concrete / colored concrete. This ratio includes for the labor installation cost of relief / control valves (motor controlled valves) and inline instrumentation devices (pipe fitter installation work. planking and strutting. inside battery limit boundary. Ensure that no duplication takes place between sewer and storm / potable water piping systems (these systems could include cast iron. total superstructure (exterior and interior walls / structural support system concrete or structural steel). specific to the inside battery limits scope of work. cable tray. valves and fittings. hardcore. eye wash stations / emergency showers and instrument connections to the established inside battery boundary. wood work. All items required for the complete above ground power and lighting systems. building service piping. steam traps. roofing. P.B. built in cabinets / cupboards. grounding system. all of the buy out of the required piping / fittings (bends. checker plate. cable pulling. penthouses. and all architectural finishes. wood / metal doors. both for on site and off site fabrication and erection of all below grade / above ground process / utility / service related piping systems including steam tracing. stairs.B. inside battery boundary. elbows. concrete. Includes all related project underground piping supporting the specific project including but not limited to. cable ducts. utility.B. vents. pipe supports system testing (hydro / x rays.L. Also includes excavation. Facilities / Buildings – Scope of work take’s into account of the cost of the facility / buildings together with required excavation. concrete foundations and other cast in place and pre-cast concrete.S. major equipment platforms. pre cast concrete. piping what ever the case may be. Facility / Building specific (lighting / power / emergency) electrical work. to the established I. drains. concrete.S. utility stations. Determine a point at which the Facility / Building piping is included with piping or facility / building typically 10 feet or 3 meters from exterior of exterior wall. metal decking. Electrical Work – Scope of work includes all requisite labor and material for under ground and above grade power and lighting scope such as duct banks. wire. BMS and utility piping to a demarcation point of say 10 feet / 3 meters outside the buildings exterior walls. windows. conduit.(below grade and above grade): Scope of work encompasses all metal. walkways. reducers etc) (not the procurement related man hours). transformers and electrical heat tracing for the total project. The pipe joining this building piping should be captured in the piping account or in the O.C. motors. elevators. under slab stone. Structural Steel for facilities / buildings is captured in the Facilities / Buildings ratio value.W. PVC piping materials) covered in Site Works or in Facilities.L. removal of surplus material. E.S. duct manholes.supports. backfill. painting. monorails.C. terminations etc. bedding material and tarmac / concrete. house keeping pads. cable. Structural steel is assumed to be delivered with prime coat paint application.e. siding. ladders and handrails. Piping .B. drains. HVAC. backfill. such as facility / building power and lighting is included in this ratio value. clay and plastic piping systems Refer to previous Note C regarding base case data. backfill and removal of surplus material. stone. sand. i. any sump ejectors. under slab utilities. The piping ratio / percentage value includes excavation. lightning protection. emergency generator systems. Also includes the installation of all electrical instruments and their hook-up (electrician work) but not the 13 . mesh type flooring.’ s. M. fixtures and window treatments. vitrified clay. planking and strutting. includes hangars. tees. claimed by pipe fitters on union executed projects). fire protection. excludes furniture. potable and process service underground lines to the I. F. S. all minor work items. necessary vendor assistance. (85 + countries) 14 . Extensive software programming work is excluded from this ratio. Scope of work includes all preparation / sandblasting / scrapping and protective coating of surfaces (hand work and sprayed applications) with paint and / or special finishes for the total project excluding facilities / buildings and off site related work. all required instrumentation hardware / displays / panels / screens / monitors and wiring.94 USA 1.e.W. i. / Ref. Insulation / Fireproofing / Refractory Work – Scope of work includes all labor and material costs of insulation material and protective covering (plastic / aluminum / s. junction boxes. commissioning work. control / display panels. in line instrument devices. USA. inline piping / instrumentation interfaces and orifice / flow measuring devices is accounted / captured for under Piping Work P. / C: Painting / Special Finishes / Coatings.P. fire protection systems are included with the piping. or is work carried out by owner’s work force. Instrumentation / Controls – Scope of work includes all necessary material and labor specific to the cost of instrumentation / control work.B.W: Minor work items – Scope of work covers the cost of the labor and material costs related. I & C. North American Location Factors The above four examples can be calibrated to different North American countries. jacket) and fireproofing / refractory related to the major equipment (process) and process piping. spare parts. note these multipliers (location factors) are valid for the year 2009.00 Base Case For additional international cost data refer to The 2009 Global Construction Cost Database Yearbook. M.material cost of the instrumentation device. F. minor tubing and control wire tray materials essential to install these items. The selected multipliers / values determined from examples (1) through (6) can be adjusted by the following multipliers (location factors). The labor man hours / cost (pipe fitter required work) to set and install various instrumentation / piping interface devices such as pressure relief / control valves. chemicals. control valves. tube bundles. conduit. s. Canada and Mexico. typically this could be in the 20 – 70% range. orifice fittings. relief valves.L. P. start up activities. Insulation / F. any minor / miscellaneous scope items and any rework. Canada 1. / S. which is included with the Instrument ratio value. Excludes outside battery limit work / off site O. Facility / Building related batt insulation etc is included with facility / buildings. should be part of the EPC Engineering cost. control cable and all other instrument devices / items plus tubing. grogg / catalyst.03 (Montreal) Mexico 0. For the Architect / Engineer to accurately consider the cost ramifications of the for a chosen system. exterior closure. finishes.3 SQUARE FOOT / M2 ESTIMATING DATA & SYSTEMS Square foot / M2 estimate(s) are valuable when some basic information is known about the new facility. superstructure. heating / cooling system etc. the accuracy of this estimating method is perhaps in the 15% . we have also endeavored to assign costs for revamp and modernization / upgrade of these specific facilities. all these issues need to be established in the design process. special construction. (2) programming stage and or (3) schematic / preliminary stage. the Architect / Engineer should judge not only the quality and performance factors of similar / contending systems. To set the ground rules of the estimating method we need to start at the beginning. adjusted to 2009 pricing levels. no more than 10% of the detailed design drawings and specifications have been completed – or perhaps it is still just a concept in the owners mind – a “lot” of uncertainty with the future project still exists. interior construction. number of floors may be known i. go.e. number of people that will populate the building. Afghanistan. Engineers and related construction professionals have a decent appreciation of how this estimating technique is utilized. however a lot more design information needs to be determined. for purposes of cost comparison with similar buildings / facilities.e. but there is still a lot of details that have not been nailed down. number of floors are possibly known. usable square foot. but also their comparative costs. plus possibly 50 visitors.say. elevators etc. we think 5 floors would meet the local planning board. (1) conceptual stage. this section of the database provides 2009 square foot / M2 costs for a variety of industrial and commercial facilities. In the field of planning and designing a building component . Locality adjustment tables may be used to calibrate these costs to local conditions for both labor and materials. Pennsylvania or Kabul. no go verdict and the economics of the project. site work’s specific to the building footprint. Kutztown. footprint area – perhaps has been “roughed out”. All the way through this section. Additionally. these values are current and can be calibrated to a number of overseas locations if needed.e. 1 . there are examples of average building / facilities square foot / M2 costs are indicated. most Architects. life expectancy. “Similar / contending systems” in this meaning it does not simply mean the relative unit costs of dissimilar solutions for the same roofing system.C. materials of construction. Square foot / M2 estimating is an excellent front end estimating tool that is widely used in the construction industry.SECTION B . between 300 and 400 people. At this point (milestone) in the projects life cycle we typically need a budget / cost estimate particularly during this stage which is many times called. The values include foundations. this is when the critical design decisions are made that for the most part dictate the future. roofing systems. maintenance costs and schedule implications.20% range. square foot / M2 cost figures are based on North American national averages – calibrated and benchmarked to Washington D. roofing system or the wall system. substructure. mechanical / electrical systems. we typically know the location(s) i. we are the earliest stages of a project.. he or she should know the consequences which each solution will bring to bear on the total cost of the specific facility / building he or she is planning to design. floor to ceiling height. These square foot / M2 cost values include the usual contractors’ markup and profit and therefore represents the anticipated actual total installed square foot / M2 costs. number of people using the facility i. 000 398 420 409 4.000 414 436 425 4.560 335.700 125 153 139 1.600 229 239 234 2. together with number of floors in U.399 335.453 2 .F.5% excluding general conditions and owner engineering services and any significant items outside the building footprint such as parking lots. If proposed building is 10% larger (or larger than that value) discount value by 5% . NEW INDUSTRIAL / COMMERCIAL SQUARE FOOT – M2 BUILDING COSTS 2009 COST BASIS The general approach is to determine the number of floors. They are a good starting point in the estimating effort. footprint of building / facility. SF / M2 price typically gets larger as the building gets smaller.323 85. The information / data and prices included in this section have been compiled from industry sources considered to be dependable and to be representative of current market conditions. Facility / Building Costs Cost Model SF $ Low $ High Average $ SF Cost Average $ M2 Cost Advanced Chemical Weapons Laboratory Agricultural R&D Center 114. guard house and fencing. Buildings and facilities typically get less expensive as they get bigger in footprint / useable space. the square foot / M2 values exclude land purchase. dollars per square foot / M2 by Facility / Building for each category of building. Construction Management fees – usually ranging from 3% . Note: Adjustments should be made for applications that fall out side of the cost model size indicated square foot values. the values indicated are as has been indicated previously national averages.000 120 151 136 1.contractors fee and overhead.700 122 148 135 1.518 Animal Research / Testing Facility 2 Floors Apartments 1 – 3 Floors (Spec A) Apartments 1 – 3 Floors (Spec B) Apartments 3 – 5 Floors (Spec C) Apartments 3 – 5 Floors (Spec A) Apartments 3 – 5 Floors (Spec D) Apartments 5 – 25 Floors (Spec D) Apartments 5 – 25 Floors (Spec A) API – Pharmaceutical Facility 96.000 SF. as to the accuracy or adequacy of the cost data indicated. calculate usable square foot area of facility / building.000 121 148 135 1.000 116 142 129 1.5. if proposed building is 10 % smaller (or smaller still) add 5%-10% to SF / M2 unit value. i.401 Auditorium 2 Story (Spec A) 45. The opposite is the case with smaller buildings the unit price.000 393 425 409 4. landscaping.000 130 159 145 1.000 110 135 123 1. The following Facility / Building costs are specified by cost model size in S.388 85. Example Building Cost Model = 18.e. Modify for location by selecting city location factor indicated in Section B .10%.000 120 146 133 1.S.453 85. Architectural fees usually ranging between 4% and 7%.573 72.431 133. or guarantee.000 117 143 130 1.463 30. There is no warranty. select building type / specification from list below and multiply by calculated square footage by the appropriate SF/ M2 cost value.401 30.496 Auditorium 2 Story (Spec D) 45. 108 137.700 104 117 111 1.220 137.420 Hotel 3 -5 story (Spec D) 742.992 388.377 Lithographic Line 44.400 82 100 91 979 3 .432 Hospital 5 .797 Bank 1 Story (Spec D) 9.335 Hospital 5 .Auditorium 2 Story (Spec C) 45.600 704 747 726 7.10 Story (Spec H) 333.750 122 149 136 1.000 169 212 191 2.000 70 80 75 807 27.973 Bio – Medical / R&D Center 3 Floors Bleach Manufacturing Facility 92.162 11.378 Hospital 2 .6.420 Hotel 5 -20 story (Spec H) 742.000 104 111 108 1.652 137.389 Hotel 3 -5 story (Spec H) 201.119 Bakery 615.10 Story (Spec D) 333.10 Story (Spec A) 333.200 cGMP ISO 7 .750 119 145 132 1.4 Story (Spec H) 166.200 146 179 163 1.700 198 243 221 2.500 926 970 948 10.700 117 142 130 1.000 106 118 112 1.335 Hospital 2 .500 349 393 371 3.000 146 154 150 1.200 160 194 177 1.600 200 244 222 2.7 and 8 GMP Production Facility 60% ISO 5.000 111 125 118 1.463 Hotel 3 -5 story (Spec D) 201.4 Story (Spec D) 166.345 Brewery 181.and 8 GMP Production Facility 50% ISO 7 and 8 GMP Production Unclassified 2 Floors Heavy Manufacturing Facility 73.205 Livestock / Agricultural Research Station Manufacturing Light 26.000 100 106 103 1.130 Cable TV Facility 12.399 Automobile Production Facility 585.000 75 81 78 839 Manufacturing Facility 1 Floor (Spec E) Manufacturing Facility 1 Floor (Spec D) Manufacturing Facility 1 Floor 69.270 Fiber Production Facility 88.000 109 118 114 1.227 Food Production Facility 2 Floors GMP Production Facility 80% ISO 5.7.6.950 137.700 79 81 80 861 Chemical Process Plants 3 Floors Computer / Telecommunications Center 2 Floors cGMP ISO 6 .8 88.000 528 578 553 5.600 195 238 217 2.000 101 107 104 1.000 102 108 105 1.400 79 97 88 947 69.812 Dairy / Cheese / Butter Production Data Processing Office 74.4 Story (Spec A) 166.463 Hotel 3 -5 story (Spec A) 742.600 122 149 136 1.000 719 763 741 7.000 654 687 671 7.000 102 108 105 1.000 121 128 125 1.130 Bank 1 Story (Spec A) 9.200 137.400 78 95 87 936 69.750 126 154 140 1.194 117.000 883 910 897 9.905 Bank 1 Story (Spec C) 9.292 Hospital 5 .000 926 970 948 10.7 and 8 GMP Production Facility 60% ISO 6.055 40.200 150 184 167 1.700 195 238 217 2.000 89 95 92 990 Hospital 2 .754 Biological Manufacturing 340.600 114 141 128 1.8 56.700 203 248 226 2.600 192 234 213 2.600 119 145 132 1.614 32.506 Hotel 3 -5 story (Spec A) 201. 3 Floor (Spec D) Manufacturing Facility 2 .370 112 138 125 1.496 105.302 Office 4 .000 124 127 126 1.370 117 143 130 1.(Spec A) Manufacturing Facility 1 Floor (Spec F) Manufacturing Facility 1 Floor (Spec C) Manufacturing Facility 2 .356 Office 4 .3 Story (Spec D) 37.370 113 139 126 1.400 643 681 662 7.143 51.3 Floor (Spec C) Micro Chip / Satellite Manufacturing Facility Nanoscale Science Laboratory 69.600 77 93 85 915 108.000 589 632 611 6.800 109 133 121 1.4 Floors (Spec C) University Class Rooms 2 .3 Story (Spec I) 37.367 Office 4 .3 Floor (Spec A) Manufacturing Facility 2 .000 101 107 104 1.883 64.500 371 398 385 4.119 Parking Garage 3 .800 62 76 69 742 78.560 105.20 Floors (Shell only – no fit out) Office 1 .000 102 104 103 1.600 44 55 50 538 67.000 321 354 338 3.700 133 163 148 1.637 98.000 354 376 365 3.574 121.786 73.38 Story (Spec D) 157.700 125 152 139 1.000 163 169 166 1.4 Floors (Spec A) University Class Rooms 2 .000 371 398 385 4.123 237.500 256 299 278 2.011 108.800 114 140 127 1.592 123.800 110 134 122 1.399 37.108 Research Laboratory (Basic Research) 2 Floors Research Center Auto / Jet Engine Testing Tire Manufacturing Facility 62.4 Floors (Spec D) University Dormitory 3 .3 Floor (Spec F) Manufacturing Facility 2 .800 113 139 126 1.5 Floors (Spec D) Parking Garage 3 .141 Toxicology Research Laboratory 4 Floors University Research Medical Facility 9 Floors University / Biomedical Genomics University Class Rooms 2 .3 Story (Spec A) 285.600 80 98 89 958 163.5 Floors (Spec A) 122.3 Story (Spec C) 37.864 Refrigerated Warehouses 54.313 Paper Production 106.8 Story (Spec I) 157.600 85 103 94 1.370 118 144 131 1.5 Floors (Spec A) Parking Garage underground 2 Floors (Spec G) Pharmaceutical Development Facility Pharmaceutical / Medical Device Facility R&D / Pilot Plant ISO 7 and 8 255.700 130 160 145 1.143 105.000 167 183 175 1.400 74 89 82 882 69.600 82 100 91 979 108.8 Story (Spec C) 157.927 345.399 Office 1 .345 Office 1 .600 81 99 90 968 108.500 441 462 452 4.991 Office 5 .8 Story (Spec A) 157.356 Office 4 .000 121 139 130 1.3 Floor (Spec E) Manufacturing Facility 2 .800 103 108 106 1.356 Toner Production 2 Floors 98.700 124 151 138 1.400 77 95 86 925 108.600 47 58 53 570 255.410 Office 1 .485 4 . 2 Floors (Spec D) Warehouse 80% / Office 20% / Distribution Center Warehouse 90% / Office 10% (Spec A) Warehouse 90% / Office 10% (Spec F) Warehouse 90% / Office 10% (Spec C) Warehouse 90% / Office 10% (Spec E) Warehouse (VL) Logistics Center • • • • • • • • • 123.C.625 79. 4.2 Floors (Spec A) University Laboratory 1 .5 Floors (Spec C) University Dormitory 3 .5 Floors (Spec D) University Laboratory 1 . Prior to the establishment of the cost estimate / budget in the front end / initial visit to the facility some of the following topics should be raised: 1.603 84. Are there any equipment spec sheets / energy usage reports.700 119 146 133 1.560 79.500 134 164 149 1. what impact will this have on worker productivity and material handling logistics. 5. Will we encounter asbestos. Does the facility meet local codes and FDA / governmental guidelines.453 79. 2.000 63 71 67 721 Specification A Facing with concrete block back-up Specification B Stucco on concrete block Specification C Ribbed concrete block Specification D Pre Cast concrete panels Specification E Insulated metal panels Specification F Tilt-up concrete panels Specification G R.500 67 82 75 807 427.500 66 81 74 796 51.2 Floors (Spec C) University Laboratory 1 . 3.500 130 159 145 1. How can we budget and scope out unforeseen / hidden conditions.500 135 166 151 1. Will we be operating in an existing facility. lead paint and mold. what is our plan to work through these issues? 6.431 123. frame cast on site Specification H Curtain wall / metal & glass panels Specification I EIFS / Dryvit wall panels Front End Planning specific to the Revamp / Retrofit (EPC) Projects Altering an existing / functioning clean room makes the retrofitting of this type of project the most expensive and usually the most time consuming effort of all construction types. Are there any current facility drawings and specifications (as-builts).500 69 85 77 829 51.500 71 87 79 850 51. can they be “Grandfathered” or are they obsolete and need to be replaced.University Dormitory 3 . 5 .000 63 68 66 710 51. will construction workers need to wear gowns and masks.700 121 148 135 1. Many times these questions are not readily available a path forward needs to be established on how this important data can be obtained. Consider trying to renovate a 30 – 50 year old manufacturing facility in a downtown area of a major city. it is sometimes more cost effective to design and build a new facility. includes project specific site works.7. New and Revamped Hi-tech facilities are amongst some of the most costly type of construction that construction professionals will encounter. lifting heavy items of the equipment into the proposed facility and other specific construction logistical problems can cause the construction cost to increase. they exclude land purchase and any owner costs) A = “New Build” / Grass roots facility. C = Moderate revamp / rehabilitation. This 50 – 85% could grow to 100% – 135% if building remains in operation. Refurbish with an “add on” new facility. external walls. What are the starting completion milestones (do we need to estimate future inflation)? These initial questions will need to be answered prior to commencing the estimating effort. power) be able to support the “new” or revamped facility? 8. problems. elevator shafts (use 50% . traffic.85% of A values). gas. new services / utilities / life support services will be required. windows. Update / renovate.e. New Construction and Revamp Construction Capital Cost Estimating Factors / Calibrations: Facility / Building Costs New V’s Revamped / Upgraded (values include A/E costs. utility 6 . A (considerable to minor revamp / rehabilitation possibly 50% of the buildings will be upgraded) revamp. Refurbish / raze / gut. roof (possibly) and structural shell (structural steel or CIP concrete / floors) can be reused. CM costs. internal walls floors. ceilings and floors required. building may need to be completed in phase and temporary offices may need to be established to house current facility residents. landscaping and new utilities required. Open topics during the front end estimating effort will help minimize the risk items that are inherent to this Revamp / Retrofit type of work. stairwells. steam. an economic of the proposed revamped facility should take place to determined the cost differential of revamped V’s new. the data indicated below hopefully will assist in determining the cost of new and revamp construction projects specific to Hi-tech / manufacturing type facilities. Will the current utilities (water. A word of warning it is not always cheaper to renovate an existing facility. The definition of revamp in this instance includes: • • • • Rehabilitate / repair / remodel. assumes that facilities “External Enclosure” i. Note 1. B = Major Revamp / rehabilitation. certain existing items maybe utilized. new internal walls. delivering materials and equipment. additional services / upgrades.75 = 0.200 177 1905 133 80 26 Bank 1 Story (Spec C) 9.700 129 1390 97 58 19 Automobile Production Facility 585. (use 5% . however new load centers and new wiring will most probably be needed.50% of A values) refer to note 1 above.20% of A values) Assumes building will remain in operation.000 135 1457 102 61 20 Apartments 1 – 3 Floors (Spec B) 30. building may need to be completed in phases.200 162 1743 122 72 24 340. some additional internal walls. complying with ADA (handicap requirements). Facility / Building Costs Cost Average Average “B” / SF “C” / SF “D” / SF Model SF SF $ Cost M2 $ = 0.services can be saved / utilized to some extent.200 167 1798 125 76 25 Bank 1 Story (Spec D) 9. D = Minor Revamp / Superficial facelift (new carpet. New or limited laboratory services may be added (gas. some new ceilings.000 128 1384 97 58 19 Apartments 3 – 5 Floors (Spec A) 85.600 234 2521 175 105 35 Animal Research / Testing Facility 2 Floors 96.000 425 4574 319 191 64 Agricultural R&D Center 72. electrical upgrades / fiber optics and repainting work (paint and scrape).700 140 1497 105 63 21 Auditorium 2 Story (Spec D) 45.000 129 1393 97 58 19 Apartments 5 – 25 Floors (Spec D) 335.000 104 1119 78 47 16 Bakery 615. possibly new ductwork and lighting needs could be part of this component.000 123 1321 92 56 19 Apartments 3 – 5 Floors (Spec C) 85.000 105 1132 79 47 16 Bank 1 Story (Spec A) 9.700 135 1452 102 61 20 Auditorium 2 Story (Spec C) 45.000 741 7975 557 334 111 Biological Manufacturing 7 . new lobbies.000 132 1425 100 60 20 API – Pharmaceutical Facility 133. new bathroom fixtures. piping systems over 15 year would most probably be replaced in this application (use 25% .000 408 4397 307 184 61 Auditorium 2 Story (Spec A) 45.000 134 1449 101 61 20 Apartments 3 – 5 Floors (Spec D) 85.45 = 0. ductwork. water and power).000 408 4397 307 184 61 Apartments 1 – 3 Floors (Spec A) 30.000 145 1554 109 65 22 Apartments 5 – 25 Floors (Spec A) 335.15 Cost “A” Advanced Chemical Weapons Laboratory 114. 000 125 1340 93 57 19 Brewery 181.000 76 810 57 34 12 Computer / Telecommunications Center 2 Floors 27.000 92 991 69 42 14 Hospital 2 .4 Story (Spec A) 166.600 217 2336 163 98 33 Hospital 5 .4 Story (Spec D) 166.700 110 1184 83 49 17 cGMP ISO 6 .Bio – Medical / R&D Center 3 Floors 92.600 135 1463 102 61 20 Hotel 3 -5 story (Spec A) 742.000 948 10203 711 426 142 GMP Production Facility 60% ISO 5.10 Story (Spec D) 333.7 and 8 137.000 113 1220 85 51 17 Food Production Facility 2 Floors 73.6.500 371 3987 278 167 56 Bleach Manufacturing Facility 388.000 105 1126 79 47 16 Cable TV Facility 12.750 135 1463 102 61 20 Hotel 3 -5 story (Spec D) 201.750 141 1509 106 63 21 Hotel 3 -5 story (Spec A) 201.7.600 128 1374 97 58 19 Lithographic Line 44.8 88.4 Story (Spec H) 166.10 Story (Spec A) 333.700 225 2422 169 101 34 Hospital 5 .10 Story (Spec H) 333.000 191 2053 144 86 28 Heavy Manufacturing Facility 40.000 150 1618 112 67 22 Manufacturing Light 32.600 131 1415 99 59 20 Hotel 3 -5 story (Spec D) 742.600 725 7798 544 327 109 Dairy / Cheese / Butter Production 74.600 222 2388 166 100 34 Hotel 3 -5 story (Spec H) 201.000 670 7212 503 301 101 GMP Production Facility 50% ISO 7 and 8 137.700 221 2375 166 100 34 Hospital 2 .000 107 1155 81 48 16 Data Processing Office 11.600 213 2294 160 96 32 Hospital 5 .700 80 856 60 36 12 Chemical Process Plants 3 Floors 56.000 897 9645 673 403 134 GMP Production Facility 60% ISO 6.and 8 137.000 119 1273 89 54 18 Fiber Production Facility 88.000 553 5951 415 249 83 GMP Production Unclassified 2 Floors 137.7 and 8 137.750 132 1422 100 60 20 Hotel 5 -20 story (Spec H) 742.8 117.000 78 836 59 35 12 8 .700 216 2329 163 98 33 Hospital 2 .000 112 1205 84 50 17 Livestock / Agricultural Research Station 26.500 948 10203 711 426 142 cGMP ISO 7 .000 103 1108 78 46 16 GMP Production Facility 80% ISO 5.6. 3 Floor (Spec A) 108.3 Floor (Spec F) 108.600 85 911 64 38 13 Manufacturing Facility 2 .Manufacturing Facility 1 Floor (Spec E) 69.800 126 1357 95 57 19 Office 4 .500 452 4862 339 204 68 Refrigerated Warehouses 54.000 103 1108 78 46 16 9 .400 86 929 65 39 13 Manufacturing Facility 1 Floor (Spec A) 69.000 338 3635 254 152 50 Nanoscale Science Laboratory 98.3 Floor (Spec D) 108.3 Floor (Spec C) 108.600 89 964 67 40 14 Manufacturing Facility 2 .8 Story (Spec I) 157.370 129 1392 97 58 19 Office 1 .800 123 1318 92 56 19 Paper Production 106.600 91 980 68 41 14 Manufacturing Facility 2 .370 130 1405 98 59 20 Office 1 .400 82 876 62 37 13 Manufacturing Facility 1 Floor (Spec C) 69.8 Story (Spec A) 157.3 Story (Spec D) 37.370 125 1344 93 57 19 Office 1 .400 86 922 65 39 13 Manufacturing Facility 2 .370 126 1353 95 57 19 Office 4 .600 93 1011 70 42 14 Manufacturing Facility 2 .400 88 944 66 40 14 Manufacturing Facility 1 Floor (Spec D) 69.800 122 1308 91 55 18 Office 4 .600 49 530 37 22 7 Parking Garage underground 2 Floors (Spec G) 67.5 Floors (Spec D) 255.600 53 561 40 24 8 Parking Garage 3 .400 90 975 68 41 14 Manufacturing Facility 1 Floor (Spec F) 69.500 278 2990 209 125 42 Office 5 .000 610 6568 458 274 91 R&D / Pilot Plant ISO 7 and 8 121.000 384 4134 289 173 58 Pharmaceutical / Medical Device Facility 51.5 Floors (Spec A) 255.800 127 1370 96 57 19 Office 4 .3 Story (Spec C) 37.3 Story (Spec A) 37.3 Floor (Spec E) 108.800 68 735 51 30 11 Pharmaceutical Development Facility 78.20 Floors (Shell only – no fit out) 285.600 89 957 67 40 14 Micro Chip / Satellite Manufacturing Facility 163.000 104 1117 78 47 16 Parking Garage 3 .8 Story (Spec C) 157.3 Story (Spec I) 37.38 Story (Spec D) 157.000 130 1395 98 59 20 Office 1 . 5 Floors (Spec D) 123.000 126 1351 95 57 19 Toner Production 2 Floors 98.400 663 7124 497 298 100 University / Biomedical Genomics 237. C and D are in the 10% – 15% range: AVERAGE BUILDING COSTS BY PERCENTAGE 10 .500 145 1555 109 65 22 University Laboratory 1 .Research Laboratory (Basic Research) 2 Floors 62.2 Floors (Spec D) 79.500 79 852 59 36 12 Warehouse 90% / Office 10% (Spec F) 51.2 Floors (Spec A) 79.700 139 1494 104 62 21 University Class Rooms 2 4 Floors (Spec D) 105.000 365 3929 274 165 55 University Research Medical Facility 9 Floors 345. B.500 384 4134 289 173 58 University Class Rooms 2 4 Floors (Spec A) 105.800 105 1135 79 47 16 Toxicology Research Laboratory 4 Floors 122.700 148 1591 111 66 22 University Dormitory 3 .500 149 1603 112 67 22 Warehouse 80% / Office 20% / Distribution Center 84.500 75 799 56 34 12 Warehouse (VL) Logistics Center 427.700 134 1447 101 61 20 University Laboratory 1 .000 67 722 50 30 11 Note: the accuracy of these numbers indicated in columns A.000 175 1883 131 79 26 Research Center Auto / Jet Engine Testing 64.2 Floors (Spec C) 79.000 166 1783 125 75 25 Tire Manufacturing Facility 73.500 151 1623 113 68 23 University Laboratory 1 .700 138 1481 103 62 21 University Dormitory 3 .5 Floors (Spec A) 123.500 77 831 58 35 12 Warehouse 90% / Office 10% (Spec E) 51.5 Floors (Spec C) 123.700 145 1556 109 65 22 University Class Rooms 2 4 Floors (Spec C) 105.000 65 704 49 29 9 Warehouse 90% / Office 10% (Spec A) 51.700 132 1424 100 60 20 University Dormitory 3 .500 74 792 56 34 12 Warehouse 90% / Office 10% (Spec C) 51. 92 $4.5% 1.51 $1.31 $17.2% 0.90 $10.9% 10.36 $2.97 $9.0% $0.8% 16.03 $11.1% 7.60 $0.69 $8.70 19.4% 100.0% $4.59 3.9% 0.34 $0.46 $94.73 GROSS BUILDING SF COST (excludes parking areas / and items outside facility footprint and all Design / CM fees) 11 .2% 9.3% 9.BUILDING TYPE: HEAVY MANUFACTURING BUILDINGS (2009 Cost Basis): PERCENTAG E BUILDING SYSTEM • • • • • • • • • • • • • • • FOUNDATIONS FLOORS ON GRADE (SOG) SUPERSTRUCTUR E ROOFING EXTERIOR WALLS PARTITIONS WALL FINISHES FLOOR FINISHES CEILING FINISHES CONVEYING SYSTEMS SPECIALTIES FIXED EQUIPMENT HVAC PLUMBING ELECTRICAL Total AVERAGE $ / SF TOTAL 3.1% $3.8% 4.1% 2.8% 10.9% $9.35 $9.00 0. 66% 13 Roofing pavers etc 0.328 1.13% 25 Kitchen cabinets 0.656 2.93% 20 Internal walls / ceiling 5.427 8.07% 29 Toilet Fixtures 0.901 1.82% 70.07% 22 Ceiling treatments 0.86% 27 Miscl louvers 0.79% 4 Piling / caissons 1.29% 21 Tile work 1.552 0.03% 14 Roof screen 0.61% 30 Fire Protection 1.lobby) 0.44% items Construction Cost 87.063 0.08% 6 Exterior paving 0.629 0.C.592 6.13% 28 Signs 0.527 0.021 0.715 0.35% 37 Elevators (2 #) 1. 19.25 floors .083 0.153 0.614 0.64% 31 Plumbing (incl some fixtures) 5.64% $26.908 1.44% 23 Carpet / wood floors 1.140 0.03% $32.13% 26 Kitchen appliances 0.105 0.311 6.168 0.19% 19 Windows / Ext doors 3.266 12 .38% $25.18% 38 Electrical 6.77% 10 Carpentry 0.28% 15 Garage doors 0.101 6.555 33 Trash chute 0.21% 7 Concrete structure (Concrete frame & P.23% 18 Caulking 0.46% 24 Paint 0.10% 36 Washer / dryer venting 0.17% 34 Blinds / Drapes / WT 0.057 0.89% 11 Cabinets / millwork (foyer .350 0.11% 16 Doors / frames / lobby entrance 2.792 0.144 3.26% 35 Mail boxes 0.74% floors) 8 Structural steel (framing) 0.747 2.505 32 HVAC 5.99% 9 Steel stairs 0.792 24.225 0.66% 5 Landscaping / plantings 0.487 0.135 39 Security system / CCTV / Miscellaneous 0.99% staff) 2 Demolition 0.170 1.690 Total GSF U/G parking for 200 Vehicles # Category / Element $ Cost in millions % of Total Cost Cost per unit 1 General Conditions / Preliminaries (CM 5.69% 3 Excavation for basement 0.087 0.313 1.200 apartments Major N.06% 17 Door furniture 0.211 0.691 0.281 0. USA City (not NY City) – Downtown location – 2007 Cost Basis: 437.351 0.104 0.13% 12 Membrane roof 0.448 3.835 7.E.187 0. 76 – to convert LF to M multiply by 3.850 SF per unit Excludes land purchase Various all inclusive price lists (Labor & Material) Unit Prices used for quick OOM budgets or for checking pricing from a contractor.842 0.060 $183 Upgrades by tenants not included 8 units per floor 1.11% 100.47% 2.641 EACH $5.$751 each $0.275 0.94 SF $28. (Includes contractors O/H and profit) (To convert SF to M2 multiply by 10.381 EACH .350 75.200 – 1.34% 0.70 / $25.44 SF $2.$1.812 to $6.94 SY $777 .27% 1.79 SF $5.122 4.40 41 42 43 44 Insurance Business Tax Building permits Bonding / Surety / Sub guard CM Fee Construction Cost + above 5 items 45 A/E Fee (includes MEP and Structural) Construction Cost A/E fees Cost per SF 0.407 EACH $2.85 SF $21.012 1.195 each $546 .99 / $4.901 each $3.827 / LF $4.00% $400.57 SF $13.124 EACH $1.021 EACH $163 EACH $903 .$982 each $462 .28) Construction category Concrete paving 4” thick Bituminous paving / parking 4” thick with 4” stone Fume Hoods excluding HVAC ductwork Dock Levelers 6’ x 8’ Directory Boards 4’ x 3’ Emergency Lighting (nic-cad) Lawn Sprinkler System Epoxy Resin Floor Welded PVC Floor Epoxy Terrazzo with wainscot Vinyl Tile Floor High Pressure Laminated Wall System Clean Room Demountable Wall Panel Ceiling Demount / Access Clean room CCTV system (1 # TV / 2 # Camera’s) Locker single tier 72” high x 18” wide Washer Heavy Duty (20 – 30 pound) Dryer – Gas or Electric Heavy Duty (20 – 30 pound) Card Reader (250 Cards) Smoke Detector Fume Hood / with ductwork Dock Levelers 6’ x 8’ Ditto 8’ x 8’ 13 Unit Price $2.05% 0.214 1.$1.77 SF $38.67 SF $5.50 SF $3.89% 6.890 80.15 SF $16.175 2.94% 93.990 EACH $173 EACH $1. The units include supervision.0283 m3 0.72 3 Foreman Month - 5.5% should be added to the values indicated to capture site establishment (Division 1 / Preliminaries) costs for such items as scaffolding.30 (M) 0. this is for cranes.81 Imperial Gallons 2.) 1 Acre 1 M3 = 10 HP °F to °C 1000 kg .72 6.61 kilometer (km) 0.60 6. temporary warehousing and testing etc: General Conversion Values . plus a profit margin of 10%.20 5.63 L / 20.50%.suggest 8.31 Cubic Yards: 7. Theses unit prices are 2009 values (calibrated to mid point of year) they are based on historical data of projects completed in North America and have been adjusted to reflect pricing within the Washington DC beltway (25 .91 (M) 1.309. 6..55 liters (L) 0.60 1 .SECTION B – 4 UNIT PRICE ESTIMATING DATA / INFORMATION The following listing of unit prices are focused on process / manufacturing CAPEX projects ranging in cost from $0.760 yards 1 Cubic Yard 10.e. then multiply by 5.309.36 2. (A percentage of between 7 % – 11% .063.180.80 2 Field Engineer Month - 6.36 5 Planner / Cost Engineer / Office Administrator Month - 6. testing.37 inches 0.765 (M3) 1 (M2) 4.40 hectare (HA) 1. i.09 (M2) 3.791.76 Square Feet: 1 Gallon (Imp. trailers.20 4 Timekeeper / Clerk Month - 2.80 7.984 (long) ton Description Unit Material Labor Total 1 (1) CSI DIVISION 1 / GENERAL CONDITIONS & DEMOLITION WORK Superintendent Month - 7. then divide by 9 0.Imperial to Metric Units 25 US Gallons 1 Inch 1 square foot 1 Meter 1 Meter 1 Square yard 1 Cubic foot 1 Foot 1 Yard 1 Mile – 1.063.40 mile radius). These unit costs are for new construction.723.50 to $100 + million.646 KW Deduct 32.1 Tonne # 94.28 Lineal Feet (LF) 39. it should be noted that alteration / revamp / major renovation construction work could cost between 10% and 50% more than the values indicated the nine listings indicated.791.723.54 (cm) 0. A hybrid of Union / Non-union pay scales have been used in determining labor / installation values: (The labor cost value includes a value for construction / rental equipment.180.84 (M2) 0. welding machines and similar types of equipment required to complete each individual task). concrete block.59 0.36 46.6” LF - 20. storm drain line. reinforced SF 1.73 1. sump and dry well EACH 142. 4” thick concrete sidewalk SF 0.95 37 Demolition.37 33 Demolition. frame building. remove 4” dia. Mechanical equipment TON - 746. remove built-up roof. remove wall. 20.65 14. frame roof SF SF 3.14 0.95 16 Demolition.09 10.52 0.06 0. concrete catch basin.94 373.62 24 Demolition. steel frame building.58 67.48 3. 8” solid brick. sanitary line.19 28 Demolition.40 61.97 18 Demolition. pre cast panel.86 EACH 62. remove pavement. with reset thrust blocks EACH 161.84 23 Demolition. remove 4” dia.19 1. short haul.62 32 Demolition. on concrete 22 Demolition.48 6.26 0.80 2.96 TON SF - 67. salvage steel SF 3.96 1. C S Pipe 2” and below LF - 12. two story 15 Demolition.76 5.000 SF SF 0. remove pavement. dispose LF 4.64 2. concrete building. reinforced.12 0.14 9.530.96 36 Demolition. remove pavement. frame building. acoustic suspended grid SF 0. remove built-up roof.76 6.64 83.14 6.88 31 Demolition. 50 KVA 2 5.75 10 Tipping Fee’s General Construction Material 11 Demolition. remove concrete foundation.26 2. remove wall.33 6.75 20. remove pavement. with rebar SF 0.77 50. 6” thick.84 26 Demolition.86 1.96 497. Transformer. structural steel TON - 497.67 330.26 14 Demolition.61 10.80 LF - 1.84 10.98 2.620.98 13 Demolition. concrete to 10” thick reinforced SF 3. concrete slab. asphalt / concrete.40 27 Demolition.10 0. plaster/ lath/ frame SQ SQ SF 2. two story SF - 1.98 1.88 318.77 17 Demolition. three story SF - 2.95 35 Demolition.40 7 8 9 Demolition.080. remove ceiling. dispose LF 4. concrete block building.46 30 Demolition. with rebar CY 68.47 19 Demolition. one story 34 Demolition. remove pavement. grout SF 1.080.620.14 20 Demolition.76 25 Demolition.30 8.40 .73 0. fencing chain link 8’ to 12’high Warehouse Supervisor Month - 3.58 12 Demolition.80 3.530.75 49.45 12.36 123.46 29 Demolition.12 11.00 176.39 0. remove ceiling. asphalt / concrete.50 4.64 2.07 48. over 50. remove wall. remove concrete foundation.80 1. dry type. short haul.6 Safety Engineer Month - 5. frame building. on plywood 21 Demolition.62 6.45 38 Demolition. C S Pipe 2” .68 535.000 to 50.20 151.39 2.28 268.000 SF SF 0. plain concrete no rebar CY 62.95 746.80 Secretary Month - 2. remove hydrant. 76 41 Drilling & blasting under 5.62 1.000 CY CY 3.00 57 Concrete Pump (truck mounted) Putzmeister 115 CY / hour 58 Ditto 200 CY / Hour Hour - 97.5 CY Hour - 59.41 8.00 84.96 55 Crane Tower 200’ high 125’ Radius 10.40 73 Dump truck 65 T Day - 1.25 221.49 206. 2.60 483.18 836. loader 2.280.582.47 MONTH 373. 0.13 80 Roller Tandem 36” wide Day - 136.18 56 Gunite / concrete pumping skid 20 CY / Hour Day - 375.5 CY Day - 334.00 62 Ditto 100 ton (Grove) Hour - 241.36 146.40 452.000 CY CY 3.83 11.40 6.13 79 Forklift 3.11 102.28 24.00 61 Ditto 60 Ton Hour - 103.48 50 Mob / De-mobilize L/S 889.80 124.197.36 78 Ditto Dump 15 Ton Day - 414.77 L/S 549.22 51 Air Compressor 250 CFM Diesel Day - 124.77 - 276.00 12.089.35 9.87 2.25 CY Hour - 102.39 Drilling & blasting under 1.37 104.00 375.15 81 Welding machine diesel 250 Amps Day - 104.00 60 Ditto 30 Ton Hour - 84.13 414.64 46 Ditto 10.E.15 136.80 1.00 102.00 63 Ditto 150 ton Hour - 323.11 MONTH 276.25 53 Backhoe (JCB) Day - 206.00 97.07 5.00 67 Ready mix concrete truck 10 CY / 7.00 241.00 82.294.00 323.000 pound 12’ lift Day - 178.45 3.22 - 889.00 65 Ditto 1.500 CY CY 3.90 44 C.40 71 Ditto 75 kw Day - 483.00 103.U.13 178.49 54 Concrete trowel machine 36” dia Day - 83.11 77 Ditto 1.00 70 Bulldozer 50 kw Day - 452.384.80 52 Ditto 750 CFM Day - 221.37 3 .630.74 7.77 75 F.77 697.406.00 64 Gradall 0.00 66 Trencher Chain 15” Hour - 12.50 Ton Day - 102.00 73.S.40 608.57 42 Soil & waste remediation / removal CY 1.00 102.58 40 Drilling & blasting under 2.50 Ton Day - 146.00 59.19 2.000 Ea 1.70 334.48 - 373.00 59 Hydra crane Terex 15 Ton Hour - 73.50 8.000 47 Office Trailer 8’ x 20’ 48 Mob / De-mobilize 49 Office Trailer 10’ x 48’ Ea 1.00 115.50 Hour - 115.541.47 - 549.11 9.00 90200 90200 102.96 83.53 43 Onsite encapsulation CY 8.18 4.60 72 Ditto 100 kw Day - 608.70 76 Truck P.5 M3 Hour - 68 Ditto 12 CY / 9 M3 Hour 69 Ditto 14 CY / 11 M3 Hour - 82.500 gallon & remove piping & backfill Ea 873.62 16.294.93 5.80 74 Dozer 150 HP Day - 697.000 lift Day - 836.49 45 Ditto 5. concrete 150 mm thick ditto M2 15. concrete 75 mm thick ditto M2 9.71 M2 6.33 27.40 764.00 Day - 613.69 100 Demolition of reinf.68 33.40 88 Ditto 75 T Day - 868.attached to building 50’ high 1.00 87 Ditto 50 T Day - 764.00 Day - 750.80 91 Hoist.80 83 Hydraulic hammers 780 Case rubber tire Day - 576.53 11.25 4 .04 14.10 15.76 23.00 94 Demolition of plain concrete 75 mm thick at grade 95 Demolition of plain concrete 100 mm thick ditto M2 5.01 18. truck mounted 10 T with outriggers 85 Ditto 15 T Day - 546.00 M diameter Day - 98.000 pounds Day - 525. concrete 100 mm thick ditto M2 12.42 99 Demolition of reinf.82 Bobcat skid steer loader Day - 228. gas 750 mm diameter Day - 80.235.00 1.79 96 Demolition of plain concrete 150 mm thick ditto M2 9.80 576.60 613.000 pounds Day - 1.75 8.80 228. electric.00 712.08 90 Ditto 1.77 19.40 868.00 93 Ditto 150’ 5.60 86 Ditto 25 T Day - 712.50 9.49 11.26 97 Demolition of reinf.80 98. concrete 150 mm thick suspended floor M2 11.18 6.00 546.25 98 Demolition of reinf.08 80.500 pounds capacity 92 Ditto 100’ 2.37 22.40 89 Concrete finisher.80 84 Hydraulic crane.88 12.235.00 525.00 750. 49 20 Engineered fill. no compaction CY 4.05 10 N/E 100. parking.84 504. earth.74 7.29 10.66 3.41 663.13 4 Fine grade machine SF 0.61 1. 10 sub-base SF 2.69 1. asphalt.93 25 Pavement. 4’ sidewalk. imported one mile CY 18.37 1.52 6 8” diameter 20’ high Each 28. dozer spread. cut and fill.15 0.24 22.29 5 6” diameter 15’ high Each 22.05 1. concrete.12 0. 2” thick.05 1.13 10. driveway. machine.21 34. CY 2. asphalt. concrete.37 215.93 16 Engineered fill.81 13.10 1.46 24 Pavement.36 363. driveway.72 323.23 1.000 CY By Pan or FE. Loader (in spoil heaps) 11 N/E 250.94 7 10” diameter 25’ high Each 39.46 3 Rough grade machine SF 0.41 17 Engineered fill.37 CY - 1.17 17.22 0.26 2. no material CY 0. pre cast.90 18 Engineered fill. imported three mile CY 23. 3’ long 5 . no compaction CY 7.94 1.10 2.06 0.04 4. brush and disposal SF 0.92 13 Disposal of excavation n/e 2.31 14.24 24.99 19 Engineered fill. 6” base SF 1.000 CY ditto 12 N/E 500.68 2. asphalt. parking lot.44 22 Backfill. street.16 - 0. 2” thick.90 9 24” diameter 50’ high Each 62. by sheep’s foot CY 1.51 2.17 14 Site.73 726. 3” thick. mono LF 24. 8” base SF 2.73 EACH 20.97 15 Engineered fill.70 0.36 1.000 CY ditto CY - 0.14 CY - 1.69 141.51 - 0. truck & ramp.76 31 Curb and gutter.51 32 Brick paving.61 30 Bumper block.5 miles CY 0.24 19.36 2.16 27 Add or deduct for each additional 1” of asphalt / concrete SF 0.27 2 Strip and stockpile 6” deep CY 2.57 2.92 0.65 23 Pavement.29 3.48 24.06 453.51 28 Pavement.93 2. 4” base SF 1. imported two mile CY 21.07 0.66 1.82 164.97 29 Pavement. 1” compact SF 2.37 3.07 1.57 243. compaction. by roller CY 0. 4” base SF 1.95 34. hand.07 0. 2” thick.03 26 Add or deduct for each additional 1” of base rock SF 0.87 4. 8” base.07 8 12” diameter 30’ high Each 51. sand bed.39 3.31 21 Backfill.36 5. compaction.93 5.# Description Unit Material Labor Total 1 (2) CSI DIVISION 2 / SITE CONSTRUCTION WORK Clear & grub.17 1. 3” thick. grounded LF 20.43 55.49 136.58 44.21 122.65 59 Water service. 300 Amp. 100 KVA.64 17.80 57 Water service.65 85. 4” diameter LF 27. 12” diameter LF 19. 10” pvc pipe LF 12. 6” pvc pipe LF 10.78 26.80 61 Gas/ Steam service.95 16.54 19.86 17.94 45 Storm drainage.20 13. 4-THHN #2 copper wire LF 18. 6” diameter LF 34.05 35.93 37 Utility pole.31 41.33 49 Storm drainage.70 54 Water service.38 51 Sanitary sewer.87 29. 4” pvc pipe LF 9. 600 V. PVC pipe.29 25.86 19.69 44 Sanitary sewer.90 58 Water service. copper pipe.84 15. PVC MUNI C900.030. 6” diameter LF 14.16 50 Storm drainage. 36” diameter LF 98. PVC MUNI C900. reinforced concrete pipe.58 9.59 24. reinforced concrete pipe.788. PVC pipe. 4” diameter LF 4. 100 Amp. with transformer. ductile iron pipe.95 28.10 48 Storm drainage. black steel pipe.08 39 Site drainage.61 46 Storm drainage. 15” diameter LF 11.33 28.78 28. 1” diameter LF 7. 8” diameter LF 9.26 42 Sanitary sewer. cast iron pipe. 12” diameter LF 14. 18” diameter LF 33.51 14.34 14. ductile iron pipe. EACH 6.21 21. corrugated metal pipe.40 55.36 16. cast iron pipe. under drain. cast iron pipe.43 13. 2” diameter LF 12.22 53 Sanitary sewer. 6” diameter LF 23.31 56 Water service. grounded LF 45.83 32. 600 V.79 15.45 20. 3-500MCM copper wire. fiber conduit.36 38 Utility pole.39 35 Underground service. concrete encased. reinforced concrete pipe. wrapped.88 60.98 35.82 24.17 55 Water service.36 34 Underground service.75 44.75 66.71 13.90 36 Underground service. 8” diameter LF 7.52 31. 400 Amp.35 50. rigid steel conduit. 4-THHN #2 copper wire. 100 Amp.64 6 .94 20. concrete encased.83 60 Water service. 4” diameter LF 13.68 52 Sanitary sewer. grounded LF 31. 250 KVA EACH 19.05 27.137. with transformer.22 29.21 23. 4-THHN 350 MCM copper wire.17 20.26 17. 10 “ diameter LF 60.18 47 Storm drainage. under drain.35 32. 15” diameter LF 27.92 154. 4” diameter LF 39.04 41 Site drainage. 600 V.49 8.19 40 Site drainage.649.01 43 Sanitary sewer.55 57.67 45. copper pipe. copper pipe.65 7. PVC pipe. corrugated metal pipe.06 30. 4” diameter LF 12. 3” diameter LF 27.83 22.618.26 23. under drain.926.41 54.30 12.30 22. reinforced concrete pipe. 600 V.13 21.33 Underground service. 06 56.04 10.25 80 Hydro seeding Area N/E 250.19 21.856.23 0.87 18.28 M2 27.35 19.51 83 Excavate by m/c to reduced levels n/e 1 m & deposit on site 84 Ditto & remove from site n/e 5 miles M3 5.88 M3 8. with lid 4’ diameter X 6’-8’ deep EACH 1.00 3.85 M3 5.22 0.229.57 24.013.18 EACH 1.80 30.363. aluminum.40 93 Compact excavated material to 95% on site in 150 mm layers 94 Imported fill (sand) to 95% on site in 150 mm layers 95 Ditto crushed stone n/e 50 mm ditto M3 4.77 27.72 92 Ditto masonry (brick & block work) M3 9.44 10.04 0.29 266.44 18.79 64 Manhole. black steel pipe.73 10.48 6. aluminum. mercury vapor.80 2.25 77 Lightning Arrestor Pole mounted EACH 29.000 SF SF 0.025.44 9.97 24.27 79 Area N/E 150.35 20. 175 watt.03 0. with grate.55 78 Area N/E 50.63 1.04 0.993.625.11 30. 1 arm bracket EACH 1.21 1.73 91 Ditto reinf concrete M3 12.74 M3 6.382.001.16 18. 30’ high.03 85 Excavate by m/c to reduced levels n/e 5 m & deposit on site 86 Ditto & remove from site n/e 5 miles 87 Excavate by m/c for trench n/e 500 mm & n/e 1.370. steel.56 1.08 12.80 70.84 M3 6.35 M3 20.22 79.233.49 781.22 9.91 13.04 M3 6.789.58 617.35 255.000 SF SF 0. 30’ pole.48 26.71 74 Light pole. 1000 gallon EACH 11.14 11.77 63 Catch basin.03 2. 25’ high.22 75 Light pole.08 34.31 25.38 39.73 M3 9.77 1.386.5 M deep & remove from site n/e 5 miles 89 Extra over excavation for breaking out rock & removal from site 90 Ditto plain concrete 96 Ditto hardcore / demolished brick & block work ditto 97 Bitumen paving 75 mm top course on 100 mm crusher run (excludes excavation) 98 Ditto on 150 mm crusher run (excludes excavation) 7 .007.38 2.83 M3 8.61 17.343. 2” diameter LF 17.15 12.84 18. 2’X 2’ X 4’ EACH 616.17 69 Hand backfilling CY 2. 1 arm bracket EACH 1.54 48.78 M3 19.11 41.62 Gas/ Steam service.19 37.36 19.19 0.5 M deep & deposit on site 88 Excavate by m/c for trench n/e 500 mm & n/e 1.33 1.50 153. steel.68 65 Fuel storage tank.626.27 9. underground. underground wire.05 760.59 842.41 M3 6.17 18.13 66 Hand excavation loose material CY 5. 1 arm bracket EACH 1.53 19. 30’ high. 1 arm bracket EACH 1.57 76 Ground Rod / Copper Spike EACH 20.23 81 Track work 4’8” LF 31.77 82 Stone / Ballast CY 16.46 49.09 68 Ditto hard material CY 5.98 47. 25’ high.11 51.64 35. wrapped.03 70 Underpinning foundation by hand CY 11.599.000 SF SF 0.84 20.65 847.69 18.05 124.18 1.05 73 Light pole.58 7.80 M2 23.04 12.45 35.60 16. 72 Light pole.58 14.69 17.344.74 67 Ditto medium material CY 5.64 71 Site lighting. 95 5.85 43.89 M2 31.28 .98 8.14 37.43 6.99 Ditto 100 mm top course on 200 mm crusher run (excludes excavation) 100 Concrete 100 mm thick reinforced with fabric on 100 mm crusher run (excludes excavation) 101 Ditto 150 mm on 150 mm ditto 8 M2 28.09 M2 36.90 37. 78 10 Piles.58 18 4” ditto 24’ wide LF 55.64 808.88 12.54 3.28 15.89 21 Sheet piling (Left in place) SF 16.310. rebar and formwork.35 1.795.59 11. concrete filled LF 15.00 393.08 104.09 5.000 psi. including excavation by machine.40 520.26 1.672.000 psi.59 11. no casing EACH 86. untreated to 40’ LF 6. square 12” LF 17.23 19 Planking & Strutting to trench SF 0. rebar and formwork. b/f.96 62. concrete.14 125. no casing EACH 212.56 52.72 187.44 2.52 15 36” diameter x 40’ long with rebar. rebar and formwork.000 psi. no casing EACH 3.606.58 9 . 10” LF 35.76 15.77 8 Piles. square 10” LF 14. 3. b/f. 28 Ditto 8’ x 8’ x 3’ including excavation by machine.25 12 12” diameter x 10’ long with rebar.737. pre cast concrete.61 2.30 295.49 32.99 20 Sheet piling (20 uses) SF 0.12 86. b/f. pre cast concrete.000 psi.24 32.64 6 Piles. 3. 27 Ditto 6’ x 6’ x 2’ including excavation by machine. b/f.44 3.20 465.35 17 3” Bit paving on 6” crusher run 16’ wide LF 42.365.70 16 48” diameter x 50’ long with rebar. concrete.G.00 262.92 EACH 440.97 3 Excavate trench 3’ wide n/e 5’ deep and backfill (includes P & S) CY 4.000 psi. 26 Ditto 5’ x 5’ x 2’ including excavation by machine. square 18” LF 17.46 44.08 209. rebar and formwork. wood.05 28. b/f.33 480.13 14 24” diameter x 30’ long with rebar.63 1.110. no casing EACH 556.684.96 291.000 psi.98 2.92 1. WORK Compaction of excavated material CY 1.000 psi.96 4 Excavate trench 4’ wide n/e 10’ deep and backfill (includes P & S) CY 5.55 17. 3. concrete.80 693.20 732.38 13 18” diameter x 20’ long with rebar. pre cast concrete. concrete.05 17.00 1. rebar and formwork.859. 3.# Description Unit Material Labor Total 1 (3) CSI DIVISION 2 & 3 FOUNDATIONS / U. EACH 237.88 3.66 18. 12”. concrete. rebar and formwork.08 8. EACH 37.97 2 Ditto to 95% CY 2. no casing EACH 1.22 17. 3.09 70.44 24. concrete. 25 Ditto 4’ x 4’ x 2’ including excavation by machine.53 5.410.46 22 Reinforced concrete foundations.44 9.74 6. 3.16 EACH 790. pipe.465. b/f.13 11 Piles. rebar and formwork.59 14.40 EACH 1. steel H section.64 7 Piles.20 5 Excavate trench 5’ wide n/e 15’ deep and backfill (includes P & S) CY 6. 3.12 156.93 9 Piles.78 2. b/f.88 1.08 24 Ditto 3’ x 3’ x 3’ including excavation by machine.69 15.12 EACH 278.94 22.40 EACH 158. 2’ x 2’ x 1’ 23 Ditto 3’ x 3’ x 2’ including excavation by machine. concrete.80 1.59 33. corrugated polyethylene pipe.62 45 Waterproofing. 4” thick SF 1.35 1.12 10 .32 34 Concrete 3.69 6. waterproof. silicone.42 39 12” CMU wall ditto SF 7.19 1.16 7.23 333.26 5. (machine excavation – tremi . 5’ deep. emulsion.47 9.55 5.59 12. vertical surfaces. verticals.99 32 Concrete 3. (machine excavation – tremi .28 4. asphalt paint.000 PSI reinforced in 6 “ thick wall above and below grade SF 7. hot coating. 6” diameter LF 1. vertical surfaces.38 0. reinforced concrete.86 49 Under drain.45 0. waterproof.48 7.40 17. 30# felt. waterproof.90 55 Slab on grade.18 6.hand packed concrete LF 350.93 762.89 8. 2 coat finish SF 0. emulsion.00 50 Slab on grade.62 3.18 38 10” CMU wall ditto SF 5.00 30 Foundation. corrugated polyethylene pipe. cold application.18 0.89 2.3 struck joint) SF 4.40 47 Under drain. corrugated polyethylene pipe. underpinning.19 33 Concrete 3.17 13. perforated.39 7.29 1.62 7.37 4. hot mop. corrugated polyethylene pipe.15 1.29 Ditto 10’ x 10’ x 3’ EACH 2.40 1.74 591.99 5.27 13. 12” diameter LF 5.000 PSI reinforced in 12 “ thick wall above and below grade SF 10.74 4.72 35 Concrete 3. per coat SF 0.64 43 Waterproofing.85 54 Slab on grade.37 44 Waterproofing.01 4.36 7. 6” thick SF 2.36 14.69 46 Under drain.000 PSI reinforced in 4 “ thick wall above and below grade SF 6.34 7.000 PSI reinforced in 8 “ thick wall above and below grade SF 8. reinforced concrete. 5” thick SF 1. walls. underpinning.25 4. reinforced concrete.12 0.91 10.56 16.000 PSI reinforced in 10 “ thick wall above and below grade SF 9.05 412. brush/coat SF 0. 2 ply SF 0. reinforced concrete. 1/16” neoprene sheet SF 0.744. 10’ deep.28 3.29 9. reinforced concrete. hot bitumen coatings.14 51 Slab on grade.34 41 Waterproofing.26 36 Concrete 3.hand packed concrete LF 258. vertical. reinforced concrete.37 2. 12” thick SF 4. 8” thick SF 3.43 11. perforated.79 37 8” CMU wall (with reinforcing wire and doweled to foundation in 1.08 42 Waterproofing.96 1. 10” thick SF 4.64 8.74 53 Slab on grade.04 7. perforated.97 31 Foundation.40 2.246.37 4.30 0.497. spray.97 48 Under drain.97 2.45 40 Bituminous paint rolled on in 2 applications SF 0. perforated. verticals.70 8.60 3. 4” diameter LF 0.71 4.56 56 Topping concrete on existing SOG SF 1.50 1. 3” diameter LF 0.97 1.24 52 Slab on grade. 133.81 66 Ditto in staircases M3 95.18 M2 8.46 M3 84.70 39.32 0.18 502.68 1.00 .60 974.24 75.93 M2 7.26 360.60 T 631.62 1.55 45.34 137.86 T 614.5 M high (based on 5 uses) 68 Formwork to soffits / u/s of elevated slabs n/e 5 M high above FFL (based on 5 uses) 69 Formwork to walls.11 58.28 29.29 71.98 64 Ditto in walls n/e 250 mm thick M3 85.91 1.68 3.85 147.23 66.48 31.82 67 Formwork to foundations n/e 1.36 156.73 2.91 70.08 154.27 61 Ditto in isolated foundations M3 82.66 0.94 190.66 65 Ditto in columns aver 300 x 300 mm M3 91.47 141.23 M2 1. rebar and formwork minimum (excludes excavation) 74 Ditto maximum 265.50 59.09 62 Ditto in slab on grade 150 mm thick excludes excavation and stone sub base 63 Ditto in elevated slab 150 mm thick M3 79.85 71 Fabricate & install 10 mm dia steel rebar 72 Fabricate & install 25 mm dia steel rebar M3 73 All-in rate for reinforced concrete including concrete.57 Slab topping / screed 1” SF 1.88 94.57 166.39 59 Reinforced concrete 3000 psi 20 mm aggregate in foundations 60 Ditto in ground beams M3 82.97 M3 82. beams & columns (based on 5 uses) 70 Fabric / mesh reinforcement 3 kg / M2 M2 6.65 35.04 148.23 64.94 58 Ditto 2” SF 1.00 M3 11 895.68 36. round.98 33 Steel column.51 2.80 58. round.87 12 .54 78.46 116.52 17.29 15 Ditto 8” (PCCWS) SF 12.26 19. W6x20# LF 20.86 23 6’ thick SF 13. square. Pre cast concrete. 16”X16” LF 99.15 17 Ditto 6” (PCCWS) SF 15.94 5.47 SF 8.74 4.62 26. 12”X12” LF 60.62 27 Concrete Column.46 102. round.51 21.23 6.35 8.51 2. cast in place.94 10 Flat 4” thick (PCCWS) SF 5.75 25 Concrete Column.40 19 Concrete reinforced (Tilt up wall panels) 4” thick 20 Ditto 6” thick SF 3.83 27. 4 & 5 STRUCTURAL ELEMENTS / WALLS / FLOORS STRUCTURAL STEEL FRAMING (100 – 1. 10”X10” LF 15.15 10.20 6. 18” diameter LF 40.46 18 Ditto 8” (PCCWS) SF 20.39 2.98 31 Column.85 10.625.85 30.76 70. cast in place.64 SF 4.83 17.03 9. 12” diameter LF 25.82 12.75 11 Ditto 6” (PCCWS) SF 7.28 8.50 10.30 5.17 12.75 9.28 19.93 115.166.90 4.49 13 Exposed aggregate face 4” thick (PCCWS) SF 7.26 18.57 37.22 8.22 10.47 21 Ribbed Concrete block wall in 1-3 Cement mortar 8” wide 22 Ditto 10” wide SF 7.46 16 Ribbed finish 4” thick (PCCWS) SF 13.58 8 Ditto 12” SF 6.25 15.43 5 Ditto 18 g SF 8.03 11.12 29.43 135.90 15.43 15. cast in place.69 32 Column.000 TON) Offices 1 – 3 floors Description Ton 2.77 14.17 117.51 5.14 98.37 9.23 26 Concrete Column.166.17 14.86 5.79 2 Factory / Manufacturing Facility Ton 2.57 6. 12”X12” LF 19.54 14. square. 14”X14” LF 84. cast in place. 14” diameter LF 30.13 24 8” thick SF 14.72 6 Ditto 16 g SF 9.63 29 Concrete Column.28 459.36 30 Column.33 6.625.54 6. Pre cast concrete.28 574.166.73 9 Ditto 14” SF 7.79 3 Hi-Rise Building 5 – 10 floors Ton 2.12 5.28 459.47 1. wide flange.51 8.06 6.740.11 28 Concrete Column.55 14 Ditto 6” (PCCWS) SF 9. Pre cast concrete.61 52.15 1.97 7 10” L B wall SF 5.36 28.35 1.# Unit Material Labor Total 1 (4) CSI DIVISION 3.67 4 3” metal decking ribbed 20 g SF 7.68 12 Ditto 8” (PCCWS) SF 13.67 12.83 27. cast in place. 36 13.77 46 Wood column. inverted tee. square tube. wide flange.06 7.15 6.05 238.62 41. pipe. wide flange. 4-1/2” thick. wide flange.18 8. pipe.42 13 .67 42 Steel column.12 7. single tees.57 55 Wood beams & girder.77 45 Wood column.62 51 Concrete beams & girders. 6” thick SF 5.20 8. concrete filled.27 59 Floor. W12x72# LF 65.21 36.56 14. pre cast.76 18. slab. 12”x24” LF 36.13 39. 12”x12” post LF 21.46 49 Concrete beams & girders. pipe.87 47 Concrete beams & girders. topping. rectangular.92 53 Steel beams & girders.75 9. on metal form.64 7. W8x24# LF 23.14 10. 3” diameter LF 16.26 7.92 15. 10” thick SF 10.00 61 Floor.19 28.19 60 Floor.21 36 Steel column.28 62 Floor.27 87.96 13. W12x72# LF 44.74 50 Concrete beams & girders. slab. 6”x6” post LF 5. topping.55 15.86 24.86 58 Wood beams & girder.22 169. concrete filled. two way beams.76 44 Wood column.88 52. slab.46 33.92 13.01 9. one way beams. wide flange.53 79.50 16.73 23. cast in place. W10x45# LF 27. with topping.85 38 Steel column. wide flange. 4”x4” post LF LF 29.61 8. 4”x4” LF 5. cast in place. square tube.71 37 Steel column.90 11. W6x20# LF 17.34 Steel column.06 4.05 2. two way beams. 4”x4” LF 20. slab.38 9.57 60. on metal form. slab.51 5.51 133.55 19.28 12. 4”x4” LF 8.50 52 Steel beams & girders. 8” thick SF 7. rectangular. cast in place.24 10. 6” thick SF 6.81 66. 3” diameter 40 Steel column. cast in place.93 8.27 26. pre cast. 6” thick SF 4.76 21. 12”x24” LF 44.53 9.34 13. slab.46 66 Floor.20 57.74 48 Concrete beams & girders.52 37. pre cast concrete.45 22. 6”x12” joist SF 7.42 186.94 39 Steel column.11 56 Wood beams & girder.44 18.26 41 Steel column.66 36. 18”x24” LF 68. 4” diameter LF LF 16. 6” 43 Wood column. 20” square pan. pre cast.77 26.15 9.63 10. 8”x8” post LF 10.10 51. 8” thick SF 6.88 30. waffle slab.16 64 Floor. W10x45# LF 37. cast in place. cast in place. with topping. one way beams. cast in place.09 24. 12”x24” LF 51. cast in place.92 65 Floor. with topping. wide flange.74 16. with topping.07 56.33 14.34 10. concrete filled.88 7.73 20.57 57 Wood beams & girder. cast in place.49 63 Floor. with topping SF 9. 18”x24” LF 52.58 54 Steel beams & girders.09 11.72 15.80 35 Steel column.93 24. 4”x4” LF 2. pipe 4” diameter LF 19. 6” LF 28. wood. 1/4” SF 1.44 7. furring. 20’ span SF 2.38 57.07 0.96 73 Floor.99 11.54 30.51 96 Concrete Wall. pre cast concrete.81 23.31 92 Epoxy Hardener / Urethane 93 Acid wash and paint floor 94 Non shrink grout 14 .48 5. open web steel joists. columns.79 3.91 81 3 layer built up roof on insulated sloping roof SF 1. lath & plaster.17 69 Floor. plank.04 0.18 74 Floor.64 88 Fireproof. 6” solid SF 5. painted LF 26.15 3. sprayed fiber. 2”x12” joists 16” OC SF 3.71 SF 0. open web steel joists.16 0.06 0.09 2.41 3.37 95 Concrete Wall. 1/2” SF 0. metal deck. 40’ span SF 4.04 77 Roof. metal deck.72 19. hollow plank.31 26.70 1.24 0.42 2. 10” thick SF 5. 2”x6” joists 16” OC SF 2. concrete slab. with topping. cast in place.47 1.11 3. 6” thick SF 6. cast in place. concrete on metal deck. 12’ high.25 20.50 84 Monolithic topping. cut & patch.47 70 Floor.02 81.34 5. with topping.77 87 Fireproofing. iron floor base SF 0.03 2. 10” thick SF 8. painted LF 24. 40 PSF load SF 5. concrete on metal deck.85 76 Roof. 1 hour.83 8. chemical SF 0. metal deck.20 79 Elastomeric membrane on insulation (excludes insulation) 80 Corrugated galvanized metal 20 g SF 1. columns.48 68 Floor. steel beam and deck.21 4. cast in place.60 71 Floor.39 91 Color additives to concrete slabs SF SF SF CF 0.22 3.72 4. 6” thick SF 5. hollow plank.57 1.60 5. plywood.47 89 Fireproof. 6” thick SF 4.40 93.58 0. furring. cut & patch.97 97 Concrete Wall. 2 hour. ¼”.67 Floor.22 13.59 6. sprayed fiber. pre cast concrete.06 21.47 0.28 0.40 90 Fireproof.92 3.01 3.76 SF 1.16 15. plywood.64 0.90 2.09 4. 2”x6” wood rafters 24” OC flat 78 Roof.79 1.45 0. columns.99 66.32 1.19 8. 8’ high.38 21.30 0. no finish SYCA 10.93 14. 8’ high. open web steel joists.10 6. plywood.93 2. cut & patch.79 85 Hardener.48 82 3 layer built up roof on lightweight concrete sloping roof 83 Monolithic topping. 2”x6” wood rafters 24” OC sloping SF SF 1. lath & plaster. wood. 1-1/4”.33 1.74 1. with topping.79 13.78 6.12 1.24 7.25 75 Roof. pre cast concrete. open web steel joists. plywood.64 2.37 1.32 86 Hardener.45 1.10 20. no finish SYCA 7. 125 PSF load SF 11.25 0. 125 PSF load SF 7.21 72 Floor.63 16. 8”x4”x12” Jumbo.19 13.19 9. reinforced.91 6. concrete wall.89 11. 2”x6” wood stud 16” OC SF 4. sheathing.67 115 Brick wall. sheathing. cast in place. insulation.72 110 Concrete block.96 109 Concrete block.58 117 Stone veneer.46 5.40 26.12 38. 8”x 16”. cast in place.98 8.77 118 Brick veneer. 4” modular. one side. Granite. 8”x16”.89 11. reinforced.63 106 Concrete block. one side.50 107 Concrete Block. building paper. 2”x4” wood stud 16” OC SF 8.20 100 Finish Add.28 7.58 24.23 26. Glazed one side. Redwood Beveled. concrete wall.18 20.99 5. paint.15 8.99 116 Brick wall.17 56. reinforced. 12” thick SF 8. insulation.59 15.58 15. insulation. concrete wall.13 101 Finish Add.36 103 Pre cast concrete panel. one side.60 28.50 1.74 111 Brick veneer. reinforced.11 112 Brick veneer. filled.12 9. 8” thick SF 5. 8”x4”x16” SF 12. insulation. reinforced. 8”x16”.17 7. 8”x8”x16” block back-up SF 9. 4” standard.45 102 Tilt-up. 16” thick SF 19.07 11.17 12.56 104 Concrete Block. 4”x4”12” Jumbo. hardboard. sandblast. 8”x16”. cast in place. heavy SF 1.64 9. 12’ high. 4”x8”x16” block backup SF 10. reinforced. sheathing.65 17.23 7. sheathing.79 6.61 10.71 16. reinforced. building paper.63 2.49 12.77 21. filled 4” thick SF 4. 6” thick SF 4. concrete wall. building paper insulation. 8” thick SF 6. heavy SF 0.74 11. single form SF 15.72 11. with pilasters. sheathing.53 24. building paper.89 13.01 1.39 10. light SF 0.95 7.10 22. 4”x8”x16” block back-up SF 9. split face. sandblast. 4” modular.66 114 Brick veneer. 10” thick SF 11.89 105 Concrete block. 2”x4” wood stud 16” OC SF 8. bush hammer.14 121 Siding. 4”x8”x16” block back-up SF 28.95 99 Finish Add. building paper. 2”x4” wood stud 16” OC SF 5.57 20.72 20. cut & patch. 8”x 16”.47 19.99 3.70 5. filled 4”x4”x16” SF 13.74 5. cavity.97 15 .19 1.98 Concrete Wall. Glass weld. 8”x8”x16” block back-up SF 13.66 120 Siding.60 108 Concrete Block.77 119 Brick veneer. 2”x4” wood stud 16” OC SF 4. reinforced. 12” thick SF 10.15 26. 4” standard. filled. 4” thick SF 4. finish two sides. paint.89 122 Siding.52 13.42 113 Brick veneer. cast in place. tempered.43 17. steel frame.16 7.13 146 Window.42 133 Curtain Wall.24 0. prime + 2 A finish SF 0.19 1. on stud. glazing. 2’0”x3’0” EACH 69. sheathing.00 128 Metal Siding.53 125 Stucco.60 0. one vent.68 10.77 137 Exterior coating.80 30. glazing. sheet metal.51 28.37 141 Concrete block painting.25 0. masonry surface.05 1. plate.37 98. painted.36 138 Finish interior wall. concrete. sheathing. insulation. concrete surface. brush SF 0. insulation.38 11. prime SF 0. paint. 16 ga 3-5/8 metal stud 16” OC SF 5.32 129 Curtain Wall. metal. 1/4” glass.10 25. corrugated aluminum.16 1. fixed.28 132 Curtain Wall. building paper. sliding.37 16. anodized aluminum. silicone seal.30 0.74 9.20 1.39 0. building paper.08 14.34 135 Exterior coating.07 0. double glazed.96 145 Window.36 10.03 5.62 1.51 0. 1/4” glass.49 137 Exterior coating.22 0. paint.97 124 Stone veneer.00 136 Exterior coating. reflective SF 9.87 143 Window. 5/8” thick clear SF 15.43 6.33 140 Concrete block painting. tempered SF 23. paint. prime + 2 finish.1/4” thick SF 3.23 2.01 1. 5/8” thick clear SF 10. steel frame.78 1. 2”x4” wood stud 16” OC SF 26. concrete surface.77 6.73 142 Window. prime + 1 finish SF 0. prime SF 0. 1/4” glass spandrel SF 27.28 225.28 130 Curtain Wall. double glazed. sheathing. clear SF 18.63 5. 2”x4” wood stud 16” OC SF 8.27 26. tempered. paint. frame. fixed. building paper.27 0.07 0. insulation. building paper. insulation. corrugated galvanized iron. 2”x4” wood stud 16” OC SF 3. 1/4” thick clear SF 4.02 131 Curtain Wall.17 0.64 10. gypsum board. 1” solar cool. roll SF 0. . with screen.78 52. glazing. paint. aluminum frame.07 0.13 12. sliding.44 16 . spray 1 coat SF 0.33 144 Window. glazing. fixed. metal.30 3. double glazed. 8’0”x4’0” EACH 166.65 38.123 Stone veneer.22 0.07 126 Stucco.87 1. prime. bronze SF 25. 26 ga SF 2. prime + 2 finish SF 0. Granite.81 139 Wall painting. Lava stone.16 59.25 134 Exterior coating.19 26.76 28.15 2.82 127 Metal Siding. sheathing.26 0. two vent with screen. paint. rubber base SF 0. 14’x14’ EACH 1. chain operated.10 342.95 1. 8’x8’ EACH 2.84 420.37 166 Common brick in ext walls (½ brick wide) $325 /M 167 Ditto (1 brick wide) ditto 168 Facing brick in ext walls (½ brick wide) $425 / M 169 Ditto (1 brick wide) ditto 170 Lightweight concrete block in walls (ext/ internal) 100 mm wide 171 Ditto 150 mm wide 172 Solid concrete block in walls (ext/ internal) 100 mm wide 173 Ditto 150 mm wide 174 Concrete 300 psi in ext / internal walls 100 mm wide with fair faced finish incl rebar and formwork 175 Ditto 150 mm wide ditto M2 130.57 M2 160.40 151 Door.24 603.06 44. 6’ x 7’ EACH 2.27 141.91 24.529.763.28 161 Glass sliding door.18 49.44 3. casement.26 154 Roll-up doors. panic hardware. 12’x12’ EACH 1.960.22 2.71 158 Sliding door with track steel. 10’x10’ EACH 931. chain operated.20 2.580. 3’X7’X 1 3/8” EACH 172.022.60 103.96 240.369.45 243. metal.84 2.01 200.54 1.22 3.34 157 Sliding door with track steel.55 26.41 3.33 3. galvanized steel 24 GA. metal. 10’x10’ with electric motor EACH 1.63 155 Roll-up doors. 6’x 7’ EACH 2. galvanized steel 24 GA.526. solid core.56 17 .80 162 Erect fabricated grade 40 structural steel in columns 163 Ditto in beams Kg 0.07 1.60 347.34 M2 66.592.17 156 Overhead doors.49 45.27 88.24 1.58 463. metal and glass.542.62 185.67 3.232. single.01 1. chain operated.225.14 22. metal.83 2.45 M2 34.17 265.396.68 Kg 0.29 504.95 36.793.91 148 Door.03 177 External Pre-Cast wall panel 100 mm thick M2 249. panic hardware.277. steel.91 152 Roll-up doors. galvanized steel 24 GA.274.92 M2 27. double.16 173.32 150 Door.16 82.42 M2 31. with screen.15 178 Ditto with exposed aggregate finish M2 316.18 36.41 1.52 212. galvanized steel 24 GA.33 159 Sliding door with track steel.78 164 Pre-cast concrete in elevated floors 100 mm thick 165 Ditto 150 mm thick M2 148.76 83.78 M2 28.09 369. chain operated.329.976.686.94 M2 57.41 3.27 3.366.30 115.82 2.23 850. 10’0”x4’0” EACH 282. sectional.12 1.68 176 Ditto 200 mm wide ditto M2 142. pre hung.31 65. 16’x20’ EACH 1. double.949.99 98.57 100.40 333.34 191.80 M2 111.49 160 Glass sliding door.611.96 197.04 M2 97.05 40. 6’x8’ EACH 1. 16’x20’ electrically operated EACH 2.65 166.686.03 80.92 17.279.08 67.31 252.90 153 Roll-up doors.44 179 Metal insulated wall cladding 75 mm wide M2 79.147 Window.93 40.23 57.423.41 101. 8’x8’ EACH 508.04 149 Door. panic hardware. two vent.026. 3’x7’ EACH 1.53 53.62 70.85 2. 12’x14’ EACH 967.47 M2 78.803. 38 6.53 197 Regular CMU 12 x 8 x 16 SF 4.21 8.40 13.94 10.55 6.346.07 1.08 130.90 18 .68 M2 13.83 14.21 8.42 4.15 18.12 28.58 198 ditto with insulation SF 5.79 91.98 51.00 1.214.76 5.90 78.00 290.62 188.66 15.083.09 30.45 6.07 1.83 196 Ditto with insulation SF 6.91 56.71 177.11 8.04 199 Split face CMU 12 x 8 x 16 SF 6.15 192 Ditto with anodized aluminum Class A M2 1.63 195 Split face CMU 8 x 8 x16 SF 5.08 12.45 125.57 M2 835.16 202 Grout CY 212.60 39.62 193 Regular CMU 8 x 8 x 16 SF 4.10 4.46 4.80 187 Suspended plasterboard / gyprock ceiling 10 mm thick 188 Acoustical suspended ceiling including grid 300 x 300 x 7 mm 189 Curtain wall 65% glass 35 % solid galv steel with tinted double glazing 190 Curtain wall 65% glass 35 % solid galv steel with tinted double glazing Class A 191 Ditto with anodized aluminum M2 34.55 M2 51.37 9.68 M2 36.32 M2 20.15 29.180 Plasterboard / gyprock 2 faced wall with metal studding at 400 centers inc top and bottom rail (1 hour fire rating 181 Cement & sand screed (1:3) to block work or brick 10 mm thick 182 Paint 1 u/c and 2 top coats emulsion based to walls (rolled and sprayed) 183 Install glazed ceramic tiles 300 x 300 x 7 mm thick wall tiles 184 Maple flooring 15 mm thick including polyurethane finish 185 Quarry floor tiles 150 x 150 x 20 mm thick on 50 mm cement – sand screed (1:3) 186 Linoleum floor 2.82 12.58 200 Ditto with insulation SF 7.89 39.37 4.78 M2 953.78 201 Cast stone sills LF 32.391.40 21.42 120.85 7.16 M2 1.90 36.30 56.16 48.23 M2 27.27 194 ditto with insulation SF 4.53 105.34 M2 12.534.16 4.70 961.49 21.5 mm thick M2 57.45 M2 92. insulation board. 300 # SQ 66.30 1.25 10. 2” SF 1.98 5. low rise.75 3.46 13 Roof cover.11 22 Rigid. deck.95 29 Ditto 6” LF 1. plastic.41 4.12 1.16 229.70 2. fiberglass.55 0.48 11.86 3.13 2.77 4. aluminum.29 6 3/16” thick slate SF 3.69 229. deck mineral fiber. urethane.# Description Unit Material Labor Total 7. batt foam.48 15. mineral fiber. 3” non-rated R25 SF 2. 8 & 9 ROOFING & MISCLANEOUS ITEMS GENERAL ROOFING ITEMS 1 SF 5. insulation board.02 9 Roof cover.42 1. insulation board. low rise. with curb EACH 608. 1/32” SF 132.85 189.92 10 Roof cover. 30”x48”. composition asphalt.44 222. 1” SF 0. 4 ply SQ 111. EPDM.09 3. paint.52 167. 020” SF 1. 1-1/2” non-rated R11 SF 1. self seal SQ 138.60 1.26 27 Metal flashing Aluminum 10” LF 2. 2” SF 1.77 229.39 (5) CSI DIVISION 7. deck.52 475.65 117. shingles.23 20 Insulation board. tile. corrugated galvanized iron.65 2 Copper 3/16” thick flat seam (includes insulation & ½” plywood) Poured gypsum 11/2” thick SF 3.75 73. membrane.95 7.42 2.97 2.15 19 Rigid. Tee 6’ x 18” wide SF 5.20 2. concrete. deck. urethane.04 3 P.01 0.82 3.10 16 Roof cover. composition asphalt.31 2. built-up. insulation board.68 17. corrugated aluminum.66 21 Rigid.94 119.75 1. paint. built-up.36 2.22 361. 26 Gauge SF 2.38 11 Roof cover. premium SQ 135.46 19 .80 18 Rigid.48 28 Galvanized steel downspout 28g 4” dia LF 1. 1” thick SQ 355.C.69 4.71 7 Roof cover. silicone cover.12 12 Roof cover.66 358.71 26 Metal flashing 25 G / Galvanized steel 10” LF 2. 3 ply SQ 95.00 30 Ditto rectangular 3” x 3” LF 1.64 24 Roof hatch.30 8 Roof cover.10 2. plastic.74 4 Ditto 6” x 24” SF 5.08 25 Roof hatch.78 71.38 1. with curb EACH 958.83 1. 1/16”. 2” thick SF 1.01 31 Ditto 4” x 4” LF 1.57 15 Roof cover. shingles. 240 # SQ 46.56 3.59 4.82 140.96 157.97 70.82 3.61 14 Roof cover.83 3.57 103. deck.11 0.116. urethane foam. 30”x72”. 1/6” SQ 148.82 1. deck. insulation board.17 77.35 368.74 13.13 17 Roof cover.96 23 Rigid.23 377. aluminum.51 712.60 4.55 1.25 2. membrane.16 5 Composition roofing system SF 1. 32 Floor drain 4’ CI with trap EACH 99.18 2. plastic dome.21 0. automatic 180 degree. wall and ceiling.24 3. 2-1/2”x3-3/8” bar.98 1. galvanized EACH 1. aluminum frame. flat bar and angle LF 18.29 0.34 11.49 102.89 0.80 3.27 0. ladder and balcony EACH 1. 1/8”x 1/8” LF 0.29 124.75 47 Smoke vent. polysulfide.60 4.20 0.80 55 Caulk.53 54. galvanized SF 8. 2’x2’ EACH 119.96 34 Roof drain 4” CI with aluminum dome EACH 111. galvanized steel. aluminum frame.220.09 12.95 145. fabricated.241.62 6.269.19 5.62 5.90 214.30 126.78 60 Latex/acrylic.07 0.85 37 Ladders.22 92.36 45 Screens.84 63 Joint filler ½” LF 0.81 0. aluminum frame 2’x2’ EACH 209. ½”x3/4” LF 0.02 396. acrylic.51 2. 1/8” x 1/8” LF 0.81 0. 1/8”x1/8” LF 0. bird SF 1. pipe 3 high. welded.97 59 Caulk.60 313.48 54 Insulation. ¼”x¼” LF 0.85 56 Caulk.11 117.740. galvanized SF 7.756. batt.47 51 Skylights. sound board vertical. with kick plate 11/2” LF 41.83 53.35 0.50 20 .70 52 Acoustic insulation.23 44 Louvers. plastic dome. 3/4” rung RISER 90. batt. electrometric. double glazed.14 18. 2-1/2” R7 SF 0.52 46 Screens.25 3.23 49 Skylights. galvanized iron.60 62 Latex/acrylic.25 1.89 41 Gutter.01 92.38 64 Joint filler 1” LF 0. 12 risers FLT 1.03 50 Skylights.93 527.39 35 Ditto 6” EACH 168. steel.96 2.45 0. cooling tower. aluminum frame.81 33 Ditto 6” EACH 204. 6” R19 SF 0.09 104.23 2.50 1.49 38 Railing. facia.87 57 Caulk.61 3.47 515.13 36 Stairs. for concrete LF 1.38 27.90 202. 1/8”x1/8” LF 0.74 53 Insulation. plastic dome.19 0.38 25.54 0.23 61 Latex/acrylic. 8’x10’ EACH 2.34 1.692.02 211.12 58 Caulk.00 582. concrete tread. aluminum.86 43 Gravel stop.83 1.23 0. 3”x4” LF 2.18 0.11 1.24 48 Skylights.93 40 Fire escape.04 0.145.92 39 Railing. 1/2” SF 0.38 1. 3’x6’ EACH 304. manual. silicone.11 1.91 102.35 1.79 42 Downspout. wall and ceiling. butyl base. ¼”x½ ” LF 0. mineral fiber. 5” LF 1.60 29. galvanized iron. welded.99 18. facia 10” LF 2.322.29 0.85 321.83 295. mineral fiber.06 0. insulation.39 8. including hardware / hinges.07 0.252. rubber base. #4 bar.58 0.88 270.76 6. 1 hour rated. both ways. stained / painted. prime + finished. 30” on center.69 1. brush SF 0. filled SF 9.59 15. lath & plaster. insulation.83 4 Interior partitions.47 270. unfilled SF 8. both sides. painted. door 20 GA.26 10.71 11.82 7 Concrete masonry unit.62 7. frame 18 GA.16 1 21 .43 8.96 4. both sides. stock. hollow metal.32 0. 3’0”x 7’0”. frame 18 GA. 30” on center.49 16 Door.69 1.74 10. drywall metal studs 3 5/8”.13 12 Concrete block painting. one side. unfilled SF 4. stained / painted. with 3” thick sound insulation with rubber skirting board (NR) Ditto 1 hour rated SF 3.39 3 Ditto 2 hour rated SF 4. non-rated drywall metal studs 3 5/8”. rubber base SF 4. SF 6. filled SF 6. frame 18 GA. 8”x 8”x16”. #4 bar.98 4. door 20 GA.00 9.35 9 Concrete masonry unit.06 6 Interior shaft wall.96 17. stock. 1/2” asphalt core sheathing.45 3.83 5. #4 bar. 12”x 8”x 16”. including hardware / hinges. brush SF 0. non-rated EACH 820. insulation. 30” on center.# Description Unit Material Labor Total SF 3.80 17.66 5.26 9. painted. 3”6 x 8’0” 1 hour rated EACH 789. non-rated. 3 hour rated EACH 981.96 1. hollow metal.50 7. both ways.69 11 Concrete masonry unit.53 321.74 14 Door. stained / painted.16 0. door 20 GA. rubber base SF 4. frame 18 GA. non-rated EACH 675.091. #4 bar.45 10 Concrete masonry unit. 8”x4”16”.36 308. lath & plaster.111.57 17 Door.98 984.43 12. hollow metal.99 5 Interior partitions. grout lock. 30” on center.39 13 Concrete block painting. 3’0”x 7’0”.34 15 Door.C. hardware / hinges. 8”x8”16”. 9 & 10 INTERNALS WALLS / DOORS / CEILINGS / FLOORS / INTERIORS / GLASS Interior gypsum board (both sides painted) on metal studding 16” O. one side. including hardware / hinges. prime.92 8 Concrete masonry unit.21 16.92 7. 30” on center. filled SF 8. #4 bar. both ways. 4”x 8”x 16”. slump stone. metal studs.24 14. paint one side. lath & plaster. 3’ x 7’0”. hollow metal. stained / painted.07 2 (6) CSI DIVISION 4. 8. door 20 GA. 23 1. interior.33 14. fixed. 3” thick SF 5.75 1. interior.20 23 Sidelight.96 2.60 6.64 8.59 1.10 0. 2’x 2’. painted SF 2.77 1. 5/16”. tile. 12”x12”x1/4” SF 1.69 24 Roof window with insulated glass 24” x 48” EACH 444. w/cove SY 15.91 39 Resilient floor. 3 hour rated EACH 1. painted SF 28. 3’x 7’.11 2. 12”x12”x1/8” SF 1. aluminum frame EACH 477.28 2. stained / painted.92 23. 1” SF 3. vinyl tile 1’x 1’.78 1. painted SF 14.35 3.095.17 SF 1. hollow metal.67 27 5/8” plaster on metal furring SF 2.529. glass wire 1/4”. glass 1/4”.47 2.67 37 Resilient floor. SF 0.71 38 Resilient floor.44 1.25 2.93 5.74 1.75 2. glue on. ¼”. clear.20 641.44 1. 1 hour rated EACH 1. 2’x 4’ SF 1.12 35 Acoustical ceiling.48 1.04 5. tile.73 30 20 g metal lay-in ceiling including grid (prepainted enamel) 31 Acoustical ceiling.77 46 Brick paving. fixed.23 4.50 4. cork.15 20 Glazing.40 320. including hardware / hinges.59 21.70 21 Glazing. steel frame. suspended.36 1.10 4. door 18 GA. insulated SF 1. fixed. asphalt.208. insulated SF 1. suspended. commercial.18 Door. 2’x 4’.53 2.69 201. security.68 5.59 1.64 47 Slate 3’ x 3” ½ ” thick on 11/2” mud set base SF 8.18 2.26 1.65 6.92 37.68 1.98 320.56 22 Glazing. commercial. vinyl. 4’0”x 7’0”. including hardware / hinges. frame 16 GA.66 26 5/8” gypsum on metal furring SF 1. stained / painted. oak SF 5.86 10.60 10.98 22 . tempered glass 1/4”.45 33 Acoustical ceiling. tile.89 42 Oak ¼” thick pre-finished SF 1.21 SF 1.59 1.23 3.23 1.78 8. commercial. steel frame. 5/16” SF 2. glass 1/4”. door 18 GA.97 756. 2’x 2’ SF 2. frame 16 GA.50 164. interior.47 1. suspended.80 6.02 9. asphalt. 12”x12”x1/4” SF 2. suspended. 5/8” gypsum board.54 45 Vinyl sheet. 1/4”.15 34 Acoustical ceiling.49 595.97 25 Roof window with insulated glass 30” x 60” EACH 554. aluminum frame SF 14.34 1.01 28 Keens plaster ¼”thick on expanded metal lathing 29 5/8 Fiberglass lay-in ceiling on grid (24” x 48”) SF 3.23 1.85 44 VCT.84 36 Resilient floor.74 26. hollow metal.64 32 Acoustical ceiling.49 151. clear.53 3.28 4.416. SF 0.53 41 Wood block industrial floor. 1/8”.21 2.60 40 Wood Parquet. commercial.76 19 Door. metal studs.11 4.18 43 Rubber tile. 4’0”x 7’0”. without pad SY 21.60 1.60 0.63 3.01 - 6.46 9.83 19.18 3. with 24 oz pad SY 45. 2”.70 53.13 78 Floor mat.05 7. 30 oz polyester.30 9.06 9.64 0.57 52 Ditto ¼” SF 4.59 19. hardwood.06 3.54 0.60 4.51 75 Carpet. common.07 59 Terrazzo. sheet glass 1/8” thick SF 4. wool commercial. acetone base (food grade) SF 4. exterior.60 72 Carpet.84 39. 20 oz nylon level loop. premium.27 0.82 54 Addition for tint Minimum SF 2.45 0.21 0.55 27.16 1. thin set. SF 2. select SF 3. oak.97 5.70 2.66 6.14 1.01 7. hardwood.78 51 Poly carbonate. finished SF 6. polished SF 4.51 50 Ditto 6” x 6” ditto on 11/2” mud base SF 4.69 81 Felt padding SF 0.71 4.03 10. multi-unit.36 15.11 3.80 29.63 7.45 9.81 23 .71 5.14 5. wall LF 26. with rubber back SY 12. 4”x 4”. rubber.10 8.88 73 Carpet. glued to concrete floor SF 4.27 1.04 64 Paneling. mortar mud set SF 4.29 63 Vinyl wall covering.50 35. floor.34 4. birch or ash.99 10. 6 ounces SF 1.48 PVC sheet floor ¼” thick.outdoor SF 1.28 0.67 15.31 57 Tile.46 74 Carpet. with 24 oz pad SY 11. with 24 oz pad SY 20.03 53 Ditto ½” SF 5.51 8.58 15.22 0.25 1. teak parquet 5/16”. multi-unit. 24” oz.91 9. wall LF 102.49 69 Cabinets and laminated plastic tops. 1”x 1”.99 2. select SF 1. economy.66 82 Rubber based / sponge type padding SF 0.38 - 2. 1/2” recessed SF 8.08 70 Cabinets and laminated plastic tops.64 62 Hardwood floor. base LF 41. floor. mud bonded.01 56 Tile.73 7.38 55 Ditto Maximum SF 6.38 80 Indoor .66 60 Hardwood floor.71 0. floor. multi-unit.83 27. economy.90 77 Floor mat. economy. walnut.42 76 Carpet.85 71 Cabinets and laminated plastic tops. 30 oz polyester.36 61 Hardwood floor. hardwood.64 49 Quarry tile 4” x 4” x 3/8” thick on 1” mud set base.30 0.92 6. oak.77 79 Olefine.86 67 Polyurethane finish 1 coat SF 0.59 58 Terrazzo. rubber.57 68 Paint concrete floor 2 coats SF 0. mortar mud set SF 4.30 53. non-slip abrasive SF 5. floor. finished SF 6. polyester.61 65 Paneling.71 57. ceramic.13 4. light. prefinished SF 10.27 6.82 7.50 2.44 5.44 6.43 8. 3/8”.21 0. ceramic.21 0.93 30. 1/4” recessed SF 5.10 137. select.35 66 Sanding existing wooden floor SF 0. portable water distiller.88 - 60.08 19 Elevator.13 - 81.19 EACH 77.36 222.28 4 Dock leveler. base LF 170.91 463. 50 GAL EACH 6.60 107.78 42.31 7 Laboratory equipment. washer EACH 666.09 1. stainless steel.09 7.05 8 Laboratory equipment.70 - 288.186.740. 3 stop EACH 81.94 74.154. 2 stop EACH 60. 1 tier 13 Laboratory equipment miscellaneous.73 117. electric gear less. 6’x 9’ cab. hydraulic EA 6.06 23 Elevator. 60”. steel cabinet. 6’x 8’cab. hydraulic. 100’ min. 2000#.32 6. knee space. concrete tread.65 7.268.95 15 Laboratory equipment miscellaneous. 3500 lb.92 3 Dock leveler.792. 12’x 6’x 4’ EACH 5. 10”x4 1/2” x 24” EA 74.441.19 - 195.70 12 Reagent rack.34 - 56.03 287.07 LF 491.43 2 Scissors lift.140.07 2.87 573.709. 2000 lb. student table for 6 students. 20 LPH EACH 1. 200’ min. instructor’s table. wall. base LF 186.80 5. wrought iron rail. plastic laminated cabinet. hydraulic. hydraulic. 6’x 8’ cab. 4’x 4’ deck EA 7. 5’x 8’cab.251.450.96 554.37 18 Steel stair. 44” wide RISER 336.66 6 Laboratory equipment. 3500 lb.093.633.329. 400’ min.251. sliding door.# Description Unit Material Labor Total (7) CSI DIVISION 11.70 - 491.532.47 112.31 670.35 - 250.30 11 Laboratory equipment. auto exit. 100’ min. 4000 lb. 7 stop EACH 203. metal upright. base LF 224.70 14 Laboratory equipment miscellaneous. water tank. 48” wide RISER 355.13 22 Elevator. drawer unit LF 147.03 303.96 5 Laboratory equipment. heavy duty.740.90 449. 10 stop EACH 288. stainless steel cabinet top LF 195. includes sinks.659.65 111. electric gear. 5’x 7’ cab. steel pan. 100’ min.42 33.329.06 - 203.34 20 Elevator.30 17 Steel stair.441.76 10 Laboratory equipment. 4 stop EACH 250. auto exit.02 117.17 107.59 209. auto exit.88 21 Elevator.69 1. steel pan. 200’ min.51 202.154.337.418. wood cabinet.92 117.65 117. add for stainless steel 24 .79 1. 2500 lb. electric gear. 2 stop EACH 56. fixtures and acid resistant tops.078.35 24 Elevator.86 348.28 175. auto exit. auto exit.95 9 Laboratory equipment. 7’6”x 8’ EA 959.621. concrete tread. auto exit.633.03 341. 4000 lb. 13 & 14 MATERIAL HANDLING EQUIPMENT SPECIALIZED EQUIPMENT 1 Dock bumper. 12’x 36”x 36” EACH 2. steel cabinet. 5’x 6’ cab. wrought iron rail.154.10 16 Laboratory equipment miscellaneous. 2. 200 # L/F. 25’lift.91 44 4” round C.031. 36” wide Floor 145.58 27 Air hoist. electric gear less.05 14.710. 32” wide Floor 136. single tube LF 42. overhead.825. 100 # L/F.74 69.S.77 39.00 43 3” round C.288.49 - 22.97 - 348.61 - 3.97 26 Air hoist.477. manual 33 Crane.78 37 Man lift. gantry.282.569. single tube LF 22.27 41 Escalator.710.20 31 Crane.141. monorail.S.662. 500 lb EACH 4.75 36 Bridge crane.351. rail.45 - 18.598. manual 34 Bridge Crane.210.62 12.678.74 30 Crane. 2000 lb EACH 8.76 69.S.25 Elevator.598. 1000 lb EACH 5.75 - 15. rail.40 86. 3 stop EACH 21. auto exit. 15 stop EACH 348.871.00 5. 500’ min.19 7.288.61 32 Crane.57 58. 24” wide Floor 132.42 - 21. 12’ floor to floor.86 69.82 45 6” round C.58 69.678.10 - 95.20 - 2. 4500 lb. 2 stop EACH 18. single tube LF 25. hydraulic.825.73 69.00 9.92 th 46 3/16 lead lining to walls 25 .29 7.100.871.926. 5 ton EACH 24.00 8.27 - 132.779. 1 ton LF LF EACH 26.45 38 Man lift. 4000 lb EACH 3. 30’lift.82 - 136.100.568.57 SF 9.42 39 Man lift.01 16.00 4. 6’x 9’ cab. hydraulic.00 - 145.477. 30’lift.710.49 40 Escalator.75 29 Electric hoist.962.40 17.29 34.5 ton EACH 15.00 69. 2000 lb EACH 2. rail. 4 stop EACH 22.569. rail 500 lb EACH 8. monorail. 30’lift. overhead. portable.35 2.57 11.82 42 Escalator.926.78 - 24. 12’ floor to floor. 12’ floor to floor.568.662.86 28 Electric hoist.76 35 Bridge Crane. 5” LF 3.13 7 Interceptor grease.16 25 Compressor air. circulating. 250 GPM.P. 50 GPM EACH 4.93 9 Pumps circulating. water. 10 H.345.26 5.87 26 .10 23.95 12 Pressure booster system. 80 gallon. simplex.36 1.303. 3 pump.84 11 Pump.63 28 Water softeners. iron body. w/brine tank. reciprocating.65 3.20 29. 3/4” to 2” EACH 492.345.61 1. 5 H.48 9. commercial. valves not included) Ditto 2: LF 9. 2 pump.35 2. EACH 14. steel 1000 gallon.76 1.68 3 Ditto 4” LF 19.988.40 6. 50 gallon.22 2. flanged.775.61 5 Water heater.092.82 73.47 1.76 16 Ditto 2” LF 5.764. 4” EACH 8.62 21 Ditto 1’ LF 3. 100 GPM. in line.05 12.26 576.41 625.52 17 Ditto 4” LF 14.59 6 Water heater.984.P.220.36 26 Compressor air.79 111. iron body.71 10 Pumps sewage ejector.02 650.724. single. 200 gallon..P.95 1.54 5.69 1.03 260.875.23 4.93 1.098.58 14.86 7.# Description Unit Material Labor Total 1 LF 6.40 5.06 4 Ditto 6” LF 37. 100 GPH EACH 2.96 17.338.273.79 LF 2.965. 2 horsepower. 50 psi EACH 15. steel 250 gallon. in line flanged. w/tank & fittings.60 906.39 4. sewage ejector.466.61 8.93 2.71 35.46 3. commercial.59 19 Copper “L” including fittings / hangars and erection n/e 20’ from FFL ½ dia 20 Ditto ¾” LF 1.40 7. tank mounted EACH 5. electric.52 27 Tank.687.505.606.60 23 Septic tank.885.037.89 7. duplex 5 H.433.83 5.32 18 Ditto 6” LF 24.30 LF 3.236.58 2 (8) CSI DIVISION 15 PLUMBING & FIRE PROTECTION CS A53 1” diameter schedule 40 including fittings / hangars and erection n/e 20’ from FFL (4 fitting per 100’ of pipe.966.76 1. 100 psi EACH 23.96 15.03 27.560.39 5.48 14 1” diameter sch 40 including fittings / hangars and erection n/e 20’ from FFL 15 Ditto 1.12 703.02 17.02 17.35 55.62 532.540. 50 gallons per minute EACH 2. gas.. reciprocating.87 24 Septic tank.559.13 4. 100 GPH EACH 3.730.25 8 Pump. ASME EACH 1.99 22 Ditto 2” LF 8.91 158.02 215. simplex.97 2.565. cast iron. buried EACH 349. buried EACH 1.83 609.413.71 16.41 2. tank mounted EACH 10.11 7.24 13 Pressure booster system.51 2. 3/4” to 2” EACH 1. w/tank & fittings.87 4.374. glass lined.337.610. 97 48 PVC PIPE Schedule 40 includes fitting.82 8.185.00 32 Fixture.80 44 Ditto 6” LF 11. hangars and erection ½ ‘ diameter 49 Ditto ¾” LF 0. fittings and valves. 24” square EACH 485.55 11. floor. lavatory. economy grade.12 22.76 324.67 40 Rough-in at fixtures.91 50 Ditto 1” LF 1.30 338. economy grade.34 13.88 824.00 244.51 46 Ditto 10” LF 32.56 16.80 41 2” diameter LF 3.85 250.24 265. fixture to waster line. urinal. 24” square EACH 224. wash fountain. vent riser and water runs EACH 118.47 18. economy grade. 24” square EACH 721. w/door.98 37.74 43 Ditto 4” LF 8. fixture to 5’ beyond building perimeter.85 13. EACH 663. fittings and valves.90 10.63 359.56 12.209.03 5.69 16.278.92 450.29 Fixture.88 6. fittings and valves. fixture to waster line.76 36 Rough-in for fixtures.08 225. shower cabinet.61 1. piping and valves.53 15. wall hung EACH 158.18 33 Fixture.60 6.38 42 Ditto 3” LF 6.80 12.019.07 35 Fixture.10 556. w/tank EACH 208.63 2.74 975. vent riser and water runs EACH 349. w/ shower EACH 285.13 7.55 391.09 31 Fixture.16 119.90 51 Ditto 2” LF 1.47 LF 1.16 356. steel. economy grade. urinal.92 37 Rough-in for fixtures.82 369. lavatory.86 551. piping and valves. vent riser and water runs EACH 147.24 8.96 1.15 34 Fixture. economy grade.76 737. steel.87 45 Ditto 8” LF 21.18 8.85 76.90 309.03 388.52 150. wall mounted. fixture to waste line.37 38 Rough-in at fixtures.18 150.62 9. standard grade.28 50.02 24.55 39 Rough-in at fixtures.77 8.24 53 Ditto 4” LF 3. standard grade. water closet.10 30 Fixture.17 52 Ditto 3” LF 2.56 14.48 27 . bath tub. fixture to 5’ beyond building perimeter. office building EACH 1. shower and drain receptor.87 5. shower & drain receptor. housing EACH 205.75 47 Ditto 12” LF 54. black.78 59 ½” diameter r LF 9.88 17. weld.27 36.17 84 Access door. in building.84 LF 15.14 15. w/fittings & supports 1/2” LF 0. “L”. galvanized.50 14.21 31.16 62 Copper pipe. schedule 40. underground.84 61 Ditto 1” LF 26.46 67 PVC pipe. screwed. w/ trenching. “K”.27 9.11 12.79 18.76 13.32 7. acid waste.44 6.00 9. 3” LF 11. galvanized. painted steel. acid waste. screwed. 12”x 12” EACH 41.87 58 Ditto 1” LF 24.85 31. in building. “K”.58 7. “L”.65 31. schedule 40. schedule 40.70 82 Steel pipe.97 12. painted steel.88 16.28 11. weld. screwed.27 79 Steel pipe.58 9. in building. black. acid waste. 3/4” LF 2.38 13. weld. 1” coils LF 5. screwed. in building.51 83 Steel pipe.50 “ dia with fittings / hangars and installation 73 1” diameter with fittings / hangars and installation 74 Ditto 2” LF 5.60 25. 1/2” LF 4.44 LF 8. screwed. A120. A-120. A-120.55 6.05 18. soft.45 18. soft.81 75 2” diameter with fittings / hangars and installation 76 Ditto 3” LF 10. 1/2” coils LF 2. A-120.24 9.98 73.50 16.77 11. polypropylene.88 11.64 30.54 Ditto 6” LF 6.82 81 Steel pipe.43 26.80 78 Steel pipe.96 23. weld.42 42. A-120.37 21. 3/4” LF 2.28 41. black.14 31. 1-1/2” LF 8. black.70 25.00 16. 3/4” coils LF 4. 2” LF 5. 1” LF 2.39 72. “K”.76 72 Brass pipe 0.80 8.00 7. weld.03 85 Access door.71 77 Ditto 4” LF 21.03 LF 20.97 10. underground. schedule 40.14 66 Copper pipe.40 10.63 28 .66 11.71 5. weld.28 38.76 23.88 57 Ditto ¾ LF 15.00 7. w/fittings & supports. w/fittings & supports. schedule 40 A120. w/ trenching.54 55 Ditto 8” LF 8.08 7. 2” LF 8. schedule 40.52 71 Pipe.03 17.00 4.03 8. 4” LF 14. polypropylene.03 63 Copper pipe.40 11. schedule 40.03 13.60 24. 3” LF 10. 8”x 8” EACH 41.10 7. w/ trenching.99 6.88 14.20 64 Copper pipe. schedule 40. 3” LF 24.09 69 Pipe.97 70 Pipe.56 5.46 60 Ditto ¾ LF 16.98 22. w/fittings & supports 1” LF 0. screwed. underground.44 80 Steel pipe.48 65 Copper pipe.73 56 ½” diameter LF 9. soft.07 23.55 15.75 5. polypropylene.54 6.30 68 PVC pipe. 37 101 Fire protection. schedule 10.92 48.769. 1 to 5. pump 6” EACH 1.503. 4” EACH 130.067.06 2.000 SF SF 1.698. schedule 10 seamless. high hazard.000 to 20. ‘316L’.000 to 20.150.40 106 CO2 / Haylon system (computer room) EACH 3.60 1. wet.11 1. seamless.84 1. exposed system.69 376.87 403. 5.74 2.96 99 Fire protection.10 79.000 SF SF 1. 5.39 1.53 28. 8’ ceiling & 2” raised floor SF 9.04 113 Electric furnace.21 3.89 29 . unit heater. connection. @ 100 psi EACH 37.000 SF. wet.33 89 Stainless steel pipe.000 SF SF 1.79 1. seamless. w/6”x 6” strainer EACH 83.64 10.74 2. exposed system. 85 MBTU.94 109 Furnace. ‘304’.76 209.10 535. wet. wet. 1” LF 17. wet.56 92 Stainless steel pipe.57 2. up flow.79 188. high hazard. schedule 10 seamless. concealed system.86 87 Drains.53 1.75 9. 1 to 5. high hazard. over 20.86 Clean out.83 3.20 3. over 20. schedule 10 seamless. normal hazard. hook up.16 104 Fire pump. 2500 GPM @ 40 psi EACH 13.456.43 4.44 4. 80 MBTU.64 - 9.14 16. wet. high hazard.000 to 20.638. exposed system. gas fired EACH 725. schedule 10.33 105 Carbon dioxide equipment – cylinder EACH 919.89 12. dry. cast iron.000 SF SF 1.45 108 Eye wash station ditto EACH 333.75 418. 180 MBTU. ‘316L’.07 1. gas fired EACH 1.21 912.32 114.12 41.000 SF SF 1. suspended.54 1.602. wet.833.91 28. up flow.83 3.87 147. 1” LF 35. non-spooled. 1/2” LF 19.55 91 Stainless steel pipe.97 647.10 197.185.42 88 Stainless steel pipe. haylon / CO2 system 10. 3/4” LF 12. ‘316L’. 1 to 5.64 102 Standpipe.49 97 Fire protection. 120 MBTU. 3/4” LF 23.000 SF SF 2.29 107 Emergency shower SS (excludes service pipe) EACH 427. electric.000 SF SF 1. normal hazard. high hazard.58 22.94 93 Fire protection.02 3.16 3. diesel.372. 3KW.000 SF SF 1. concealed system.55 1.55 90 Stainless steel pipe. suspended.67 36.02 3. concealed system.14 3.82 3.03 13.75 99 Fire protection. concealed system.13 701.76 2. high hazard. 6” diameter. wet.22 96 Fire protection.37 95 Fire protection. gas fired EACH 536.313.88 98 Fire protection. wet.73 94 Fire protection. gas fired EACH 746. ‘304’.90 110 Furnace.07 470.224. non-spooled. concealed system.96 3.229.32 274.02 9. 10 MBTU. concealed system. cast iron. over 20.66 112 Unit heater.60 499. 500 GPM. normal hazard.59 103 Fire pump.000 SF SF 1. 240v EACH 347. 5.201. area.219.56 100 Fire protection.70 111 Unit heater.86 1.87 137. floor & wall. 237. etc. ductwork EACH 13.54 121 Cooling tower. 600 MBH. 200 MBH heating EACH 12.06 117 Chiller.565. air separator. 2 TON EACH 2. 2 TON. D-X EACH 10.051. compressor chiller EACH 41.17 - 34.74 - 4.899. valves. gas fired.051.45 124 Cooling tower. centrifugal.879.14 137 Heat pump. roof. steel tube. expansion tank. 25. 200 TON. residential.71 119 Chiller.87 - 31.06 - 26.871.86 - 10.904.288.637. valves.035. reciprocating. hot water.288.15 - 12.000 BTU.563.403.24 - 8.000 BTU.802. gas heat.904.637. 15 TON. pipe. DX cooling.81 138 Heat pump.899.574.24 130 Split system. 50 TON EACH 31.22 - 14.374.374.079. EACH 26. 50 TON cooling.37 - 2. expansion tank.86 - 19. air conditioner. 10 TON EACH 8.974. valves. pump 200 GPM.276. air-conditioner. D-X EACH 16. pipe. EACH 84. commercial. roof mounted.781. 25 TON EACH 19.87 131 Computer room.41 - 16.86 118 Chiller.427.703. etc.90 123 Cooling tower.703. air conditioning unit. gas fired. air conditioner. 6500 MBH.17 115 Boiler. gas heat.30 133 Roof mounted.574.63 136 Heat pump. EACH 34.81 - 13. 25 TON.37 - 109. 150# steam. compressor chiller EACH 6.781. steel tube.5 TON cooling. pump 200 GPM.14 - 2. 15# steam.41 122 Cooling tower. air-conditioner.91 - 4. absorption.37 128 Split system. gas heat.565.15 135 Roof mounted.527. etc.879.54 - 556. roof mounted.527. expansion tank.809. pipe. 750 MBH heating EACH 63.079. air cool. 100 MBH heating EACH 6. 1000 TON.000 BTU.427. hot water.828. 10 TON.49 134 Roof mounted.92 - 84. 650 MBH.237. 3 TON EACH 4. steel tube.731. air conditioner. 10 TON EACH 26. 2. 50. DX cooling. air separator.974.01 125 Air conditioner.5 TON cooling.871.49 - 6.91 129 Split system. 10 TON. water cool.37 120 Chiller. 100 TON EACH 109. DX cooling. pump 250 GPM. 150# steam. commercial.731. gas fired.01 - 100. 150 TON. absorption chiller EACH 30. thru-wall EACH 2. absorption. air separator.22 132 Computer room. air conditioner.403.276. air conditioning unit.41 127 Split system. 120.809. 5 TON EACH 14.114 Boiler.90 - 41.41 - 6.74 PUMPS 30 .563. 4 TON.035.802.86 126 Air conditioner.30 - 26. residential. 7. absorption chiller EACH 100.45 - 30.828.63 - 63. air conditioner.71 - 43. 500 TON EACH 556.92 116 Boiler. plenum EACH 4. 50 TON EACH 43. 32 142 Pump.000 CFM. 2.40 157 Air handler.30 169 Expansion tank.154.172. 1/4 HP EACH 1.512.69 151.22 - 5. pneumatic.88 - 4. high pressure.53 158 Coil.26 - 3. 1/4 horse power EACH 1. 17. 5. 75 TON EACH 65. to 15 TONS SUM 5. chill water. 30.660.810.948.15 143 Pump. 60 SF EACH 14.92 - 7.242. hot water. water service. 2.780.92 173 Controls.27 1.500 CFM.06 - 1.823. 80 GAL EACH 1. 40 GPM.40 4. 50’ head EACH 6.000 CFM EACH 4. supply.000 GPM.04 - 3. ASME code.482. 50’ head EACH 17.236.948.349.12 - 65.391.10 165 Fan. pneumatic.72 - 2. 7.773.261. air conditioning unit.338.74 890.296. water service. 55 SF EACH 12.79 6.68 - 1.97 - 3.225.132. 75 GPM.15 - 1.980. pneumatic.13 161 Coil.70 843.925. 32 SF EACH 3.30 144 Pump.26 164 Fan. 23. low pressure.660.22 146 Pump.08 154 Air handler. duplex.69 140 Pump.497. duplex. duplex. 50’ head EACH 2. condensate.99 148 Pump. 50’ head EACH 13. hot water.296.69 - 6.63 3.037.000 CFM.80 151 Air handler. 4.99 - 17.225. 15 TON EACH 7. 5 TON EACH 4. 50’ head EACH 5.04 145 Pump.000 CFM.13 - 14.12 5. air conditioning unit. hot water.664.000 CFM.520.95 2. exhaust fan SUM 561.773.000 GPM. 10 TON EACH 5.30 170 Controls. to 100 TON SUM 2. supply.32 - 10. 6.95 171 Controls.08 - 37.823.961.88 152 Air handler. condensate.91 168 Expansion tank.92 162 Coil. 15.349.500 CFM.242.391.139 Pump.774. pneumatic. fuel oil. 15 SF EACH 1. boiler.81 - 12.51 172 Controls.512.66 - 2. supply. 10 GPM. chilled water. to 10000 LBS LBS 2.023.74 176 Duct rectangular.97 156 Air handler.693.000 CFM EACH 12.261. 30 TON EACH 37.68 153 Air handler. 50. 10 TON EACH 12.20 14. 20 GPM.056.000 CFM.362.000 CFM.780.089.68 - 12. 120 GPM.06 149 Pump.000 CFM.40 - 5. 200 GPM.68 150 Pump.230. 20 SF EACH 2. 20. condensate.407. water service.73 159 Coil. with supports.132.693.15 167 Expansion tank.28 147 Pump. 5 GPM.03 821.726.81 160 Coil.362.12 155 Air handler. water service.80 - 1.01 1.5 TON EACH 3.000 CFM. 50’ head EACH 3. 40 GAL EACH 198. pneumatic. fuel oil.30 - 2. 40 SF EACH 9.000 CFM. high pressure. 50’ head EACH 10. 10.95 - 5.726.74 - 561. to 10. to 30 TONS SUM 5. cooling tower. 27. chill water. 10.826.826. 33. fuel oil.000 MBH SUM 7.328.520.921.66 163 Coil.28 - 13. 5.18 - 7.258.921.056.236. 50’ head EACH 1.258.400 CFM. chill water.51 - 5.22 349.961. 400 GPM.000 CFM EACH 3.29 5.73 - 9.72 174 Controls.497. 30. 1 GPM.037. water service. 2. 50’ head EACH 7.154.18 141 Pump.107.53 - 7.159. 1/4 HP EACH 1.089.86 166 Fan. ASME code. galvanized iron. 60 GPM. 250 GAL EACH 3.810.42 31 . water service.000 CFM.92 - 1.023. 32 141. galvanized iron.60 3. 125#. with clamps.70 LF 15. 2”.86 280. insulated. nylon. 8” EACH 1.07 117. 10. bolt & gasket.000 LBS to 50. insulated. bolt & gasket.15 197 Steam traps.18 98. schedule 40.40 182 Duct flexible.08 448.66 236.47 192 Valve. A-53.964. UL rated. bolt & gasket.66 220.67 196 Steam traps.35 180 Duct flexible. gate.65 41.73 PIPING n/e 50’ above FFL (Assumes 5 # fittings per 100’) 187 Steel pipe.34 203 Butterfly valve.44 33.90 5. 8” LF 4.88 185 Fire dampers.62 171.30 45. flange.35 141. bolt & gasket. bucket EACH 156. welded. insulated. A-53.38 267. with clamps. 2”. fusible link to 4 SF EACH 176. gate.77 178 Duct rectangular.65 184 Fire dampers. flange. seamless. UL rated.37 130.18 201 Butterfly valve. seamless.92 55. lug type EACH 133. flange.62 34. insulated.49 820. 125#. A-53.83 5.10 179 Duct flexible. gate. screwed. wafer body EACH 126. iron body.03 194 Valve. welded.35 245. UL rated.45 18. nylon.24 9. globe & check. 1-1/2” EACH 244. 4” LF 23.02 7. insulated.80 183 Duct flexible. 3”. galvanized iron. lug type EACH 164. insulated. globe & check.75 102. nylon.522.26 67. 1”.22 13.43 18.000 LBS to 25.18 6.25 198 Butterfly valve.000 LBS LBS 2. seamless.32 561. 6”. with clamps. insulated.40 361.57 191 Valve. seamless.87 1.25 11. 3” LF 17.19 2.107.99 43. chain EACH 415. 6” LF 2.43 58. flange.20 195 Valve. welded.70 200 Butterfly valve. bolt & gasket.60 1.32 397. globe & check. wafer body EACH 280.89 188 Steel pipe. A-53. iron body. iron body. gate.27 202 Butterfly valve. 3”. with supports.33 320. iron body.53 186 Fire dampers.68 102. globe & check. 6” EACH 770. iron body.000 LBS LBS 2. screwed. welded.05 190 Steel pipe.85 181 Duct flexible. schedule 40.10 305.15 7. nylon. cast iron. globe & check. 10” LF 4.60 129.78 404. gate. 2” EACH 267. 8” wafer. flange. iron body.16 200. 4” LF 2. 2” 32 . iron body. 3/4”. 125#.17 4. iron body.09 189 Steel pipe.79 27. 125#. wafer body EACH 117.177 Duct rectangular. 3” EACH 302. iron body. schedule 40. fusible link to 1 SF EACH 104.92 73.38 305. iron body.95 145. with clamps.17 5. bucket EACH 264. nylon.56 13. with supports. insulated with clamps. 12” LF 5. nylon.07 442. 6” LF 31.70 193 Valve. cast iron.33 336. 25. fusible link to 2 SF EACH 147. schedule 40. iron body. 125#.41 199 Butterfly valve. 55 208 Valve.16 596.49 51.95 231 Ditto 4” LF 16.85 33 .12 404.04 29.65 217.10 - 14.62 65.63 211 Stainless steel 304. 8”. balancing.88 34. nylon.47 217 Strainers 2” bronze EACH 103.24 110.60 219 CS tee ¾”” EACH 11. 1 1/2” EACH 111.76 214 Brass – non threaded 1” (L/M) LF 10.96 42.57 274. balancing.60 242 Supply & install copper pipe 15 mm with comp M - - - M - - - M 16.18 67.43 78.35 Metric Values 233 Supply & install CI ductile pipe in trench 100 mm 234 Ditto 150 mm 235 Supply & install CI ductile pipe on walls / racks 100 mm 236 Ditto 150 mm ditto 237 Supply & install copper pipe 15 mm with cap joints on walls / racks 238 Ditto 25 mm M 14.36 153.60 210 Valve.50 M 18.17 84.5” LF 4. 1” diameter (L/M) LF 21.75 26.30 215 Strainers 1” bronze EACH 50. circuit setter. 2” EACH 196.99 229 Ditto 2” LF 6.33 30. lug type 206 207 Valve.60 25.98 177.204 Butterfly valve.90 102.25 11.73 205 Butterfly valve.47 213 Brass – non threaded ½” (L/M) LF 9.82 222 CS tee 3” EACH 25.49 36.59 16.10 212 Stainless steel 304.62 223 CS tee 4” EACH 36. circuit setter.61 9.19 103.85 38.18 9.48 115. 1/2” EACH 450.49 M 40.85 7. circuit setter.39 93.97 17.12 209 Valve. circuit setter.90 37.46 239 Ditto 50 mm M 47.07 75.43 228 Ditto 1.87 25.85 45.07 39.55 16.27 37. balancing. 3/4” EACH 84.29 26. nylon.21 108.35 225 Floor cleanout CI 4” dia EACH 114.63 14.14 153.11 27.99 117.30 - 10.15 220 CS tee 1” EACH 18. iron body.29 M 49.78 84.45 85.64 30.66 M 41.76 - 9.96 232 Ditto 6” LF 20.10 25.67 216 Strainers 1. iron body.5” bronze EACH 79.60 50. lug type EACH 322.40 118.73 M 50.20 31.26 6.85 35.33 71. ½” diameter (L/M) LF 14.12 CPVC Schedule 40 with fittings / hangars and installation 227 1” diameter LF 3.52 72.13 76.22 224 CS tee 6” EACH 61.74 218 CS tee ½” EACH 8.61 EACH 60.35 for fittings / bends for normal applications 241 Ditto for congested / complex application use 1.70 23.47 - 21.40 306. balancing.02 72.55 226 Wall cleanout CI 4” dia EACH 40.16 230 Ditto 3” LF 12.99 215.44 240 Multiply above piping units by 1.81 13.28 26.63 10. 6”.14 11.14 221 CS tee 2” EACH 20.49 854. 72 M 7.15 13.89 245 Multiply above piping units by 1.35 for fittings / bends for normal applications 257 Ditto for congested / complex application use 1.19 249 Ditto 40 mm M 6.59 251 Multiply above piping units by 1.95 42.78 M 5.51 37.83 M 16.03 114.97 26.35 for fittings / bends for normal applications 246 Ditto for congested / complex application use 1.31 70.60 270 Ditto 25 mm M 29.57 51.32 8.34 19.24 31.joints on walls / racks 243 Ditto 25 mm M 25.35 for fittings / bends for normal applications 252 Ditto for congested / complex application use 1.22 260 Ditto 50 mm M 8.62 34.11 244 Ditto 50 mm M 53.34 268 Copper pipe type K 12 mm dia including fittings and erection 269 Ditto 19 mm M 11.02 22.46 26.96 265 Ditto 25 mm M 24.65 13.18 12.80 255 Ditto 50 mm M 14.79 M 3.52 250 Ditto 50 mm M 7.66 39.87 78.35 for fittings / bends for normal applications 262 Ditto for congested / complex application use 1.78 261 Multiply above piping units by 1.94 256 Multiply above piping units by 1.38 17.58 33.42 25.06 M 19.58 271 Ditto 40 mm M 50.08 18.86 21.60 246 Supply & install black / galv steel pipe 15 mm with screwed joints on walls / racks 248 Ditto 25 mm M - - - M - - - M 2.52 272 Ditto 50 mm M 82.90 25.48 15.30 8.65 27.30 11.04 11.60 263 Copper pipe type L 12 mm dia including fittings and erection 264 Ditto 19 mm M - - - M - - - M 9.77 267 Ditto 50 mm M 75.64 11.20 6.60 253 Supply & install 304L SS pipe 15 mm with screwed joints on walls / racks 254 Ditto 25 mm M - - - M - - - M 4.09 34 .93 12.48 16.60 258 Supply & install UPVC pipe 15 mm with cap joints on walls / racks 259 Ditto 25 mm M - - - M - - - M 3.23 92.28 266 Ditto 40 mm M 44.10 106.18 25.42 46.17 7.90 22.89 15.06 32.16 16.04 7.55 11.57 9. 70 - 86. 3PH.46 - 5. meter.88 20 Ditto 1 HP EACH 199.475.777.14 569. 480/120 V. 3 phase.475. breakers.71 125.000 KVA EACH 38.57 16 Ditto 150 KVA EACH 5.168.70 - 4.00 968.707.74 4. 3PH.96 18 Ditto 500 KVA EACH 11. 600 A.30 27 Emergency generator to 100 KW EACH 48. 277/480V.08 24 Ditto 25 HP EACH 889.44 - 32.162. 600 A. 400 A. 480/120 V.58 797.587. 500 KVA EACH 23.732.35 4 Distribution.94 13. 277/480V. enclosure. 3 phase. 277/480V. breakers. enclosure EACH 17. switchboard.12 - 6.157. 3PH.30 - 26.47 284.75 - 8. enclosure. 120/208 V. 3PH.996. 100 A.520.593. 3PH.50 HP EACH 260. 4W. breakers. pad.49 85. with transformer.392. 3 phase.44 9 Transformer.26 8 Transformer.24 1.044. with transformer.168.34 607.93 1.24 - 38.08 - 259.02 2.65 5.707. enclosure. 42 circuits EACH 4.440.051.59 188. switchboard. 480/120 V.610. 3000 AMP.08 35 .88 14 Ditto 75 KVA EACH 4.520. bolt-on breakers. 277/480 V. 1000 KVA. 277/480V MCMB. bus.838.753.499. 4W.74 125.75 6 Distribution switchboard. 4W.79 165.46 2.46 7 Transformer. 750 KVA EACH 32.04 - 124.171. 400 A. breakers EACH 8.39 - 2.47 224. breakers EACH 5.23 15 Ditto 100 KVA EACH 5.157.61 26 Emergency generator to 30 KW EACH 26.34 437. 150 KVA.444. 24 circuits EACH 2.62 17 Ditto 200 KVA EACH 7. 45 KVA EACH 3.96 21 Ditto 2.50 HP EACH 139.777. 225 A.106. 1.440.218.16 22 Ditto 5 HP EACH 311. 800 A.39 19 Motors 230 / 460 v 60 Hz 0. 3PH.277.88 6.150. 42 circuits EACH 4. 480/120 V.35 - 48.865.983.26 - 23. 3 phase. breakers EACH 6. pad.12 5 Distribution. 3PH. bolt-on breakers.996.29 - 4.055.420.527.723.41 85.74 1. 1200 AMP. bolt-on breakers.24 10 Panel boards. 120/208 V.723.012.57 6.04 29 Emergency generator to 750 KW EACH 259.29 12 Panel boards.753.995.995.39 11 Panel boards.587.30 2 Substation. grounding EACH 46.35 - 17.761.70 13 Transformer. grounding EACH 86.70 85.865.527.# Description Unit Material Labor Total (9) CSI DIVISION 16 ELECTRICAL SWITCHGEAR / CLEAN ROOM ITEMS 1 Substation.70 3 Service switchboard.47 346.03 25 Ditto 50 HP EACH 1.05 23 Ditto 10 HP EACH 481.03 8.30 - 46.277.499.35 28 Emergency generator to 400 KW EACH 124. battery. 12 CU wire 600 V THHN 400 MCM. in 1” EMT LF 3. in slab. 1 CU soft #8.32 43 Conduit and wire. in slab.35 50 Conduit and wire. 4 CU wire 600 V THHN 350 MCM. incandescent.51 1.98 12. 1 CU soft #4. tees. in 2” PVC LF 20. 1600 A.03 38 Ditto # 8 LF 2.00 45 Conduit and wire. in 3” PVC LF 66. 100 A.29 44 Conduit and wire. 4 CU wire 600 V THHN #2.36 1. battery. 3bare CU soft # 2/0. in 3” EMT LF 222.86 216.08 73.54 34. 100 A. recessed EACH 314.87 37 Ditto # 10 LF 1. incandescent. in slab.64 5. in 1” GRS LF 10. 1 CU soft #10. 1200 A. 4 CU wire 600 V THHN 500 MCM.74 39 Conduit and wire.78 35.38 9.017.16 6. in 1” EMT LF 8.94 53 Cable trays ladder type 12”.86 42 Conduit and wire.351. 4 CU wire 600 V THHN #2.34 52 Conduit and wire. in 1” PVC LF 2.77 136. 225 A.20 40 Conduit and wire.32 14.03 35 Exit sign. 400 A.52 102. 1 bare CU soft #8. in slab.43 7.45 14.08 1. in 3” GRS LF 54.10 1.08 32 Exit sign.14 441.10 3. 4” drop cover. 60 A. 3 CU wire 600 V THHN # 6. 1 CU soft #1. 60 A. 1000 A.05 26.40 49 Conduit and wire.77 104. 300 A.73 69.03 33 Exit sign. in 3” EMT LF 47. with ells. 100 A.14 34 Exit sign. 4 CU wire 600 V THHN #4/0.29 80.90 36 600 V armored cable # 12 LF 0. battery. in 1” GRS LF 5.00 - 306.79 75.36 47 Conduit and wire. 5 bare CU soft # 4/0. 6 CU wire 600 V THHN 500 MCM. 3 CU wire 600 V THHN #6.44 41 Conduit and wire.77 104.85 36 .29 51 Conduit and wire. 1 bare CU soft #2.30 Emergency generator to 1. uni-strut hangers LF 24.10 327. fluorescent.26 419. 20 CU wire 600 V THHN 400 MCM.592.11 11.18 21. in slab. 3 CU wire 600 V THHN #6.22 18.369. in 1” PVC LF 6. 60 A.592. in slab.79 45. surface mounted EACH 314.87 21. 800 A. 16 CU wire 600 V THHN 350 MCM.000 KW EACH 306. 2 CU soft #3/0.36 17.00 136. fluorescent.21 206.54 46 Conduit and wire.07 21. in 3” GRS LF 143. 4 CU wire 600 V THHN #2.60 48 Conduit and wire.26 419.00 31 Automatic transfer switch 400 A EACH 11.10 48. in 3” PVC LF 130. surface mounted EACH 314. battery.00 9.99 7.14 450. 400 A. in 3” PVC LF 30. 4 bare CU soft #3/0. recessed EACH 305.94 3. 1 bare CU soft #10. 1 bare CU soft # 8.70 5. 4 CU wire 600 V THHN 500 MCM 1 bare CU soft #2.92 13.30 105.49 8. 1 bare CU soft # 10. 39 176. hi-bay.61 - 4.94 79.000 SF SUM 66.65 118.856.195.13 LF 14.491.12 - 5.24 58 Fixture.690.88 55 Fixture.81 197. wire. office.26 - 13.821. 4 lamp EACH 149. 10. wire. three way toggle EACH 28. surface mounted. conduit. 400 watt EACH 490. conduit. 150. with junction box. surface mounted. office.04 57 Fixture. hi-bay. wire. recessed.030.78 132. metal halide. incandescent.74 209. welding.08 155. 2’x4’ EACH 156.15 125. commercial grade. duplex.31 - 66. 20 outlets EACH 17.86 56 Fixture.491.008.59 63 Perimeter security lights. surface mounted.91 61 Fixture.50 110. 100 A.14 70 Security system. 400 watt HPS wall pack.030. 40’ on center EACH 15.46 289. single pole EACH 23. standard grade EACH 28.06 83.856. conduit.821.86 59 Fixture. 4’. conduit.465.82 22. 200 watt EACH 84. conduit.000 SF SUM 5.690.28 - 14.23 - 62. with junction box.77 304. commercial. with junction box.61 - 10. 1000 watt EACH 770. 1000 watt EACH 633. warehouse. wire.000 SF SUM 10. conduit. with junction box.66 76 Switch.94 1.35 79 Master clock system. 10.420.382.81 7. office. with junction box. 12 outlets EACH 14. 10. 100 watt EACH 66.68 91.923.465. school.28 78 Intercom system. conduit.000 SF SUM 4. wire.39 240.923. office. commercial. hi-bay.12 69 Public address/ intercom system.26 80 Closed circuit TV EACH 4.26 6. incandescent. warehouse. with junction box.18 68.000 SF SUM 140.46 77 Sound system. 10.88 71 Security system. commercial grade. commercial grade.195. warehouse.257.86 75 Switch.63 64 Telephone system.31 66 Fire alarm system.67 97. recessed.668.05 113.61 81 Remote entry card reader EACH 4.465.76 68 Public address/intercom system.23 72 Réceptacle. wire.465.76 - 140. 150.87 22. 10 devices EACH 13.420. mercury vapor.382.61 67 Fire alarm system. with junction box. industrial. heavy duty EACH 407. wire.000 SF SUM 58. 250 watt HPS wall pack.73 112.82 73 Receptacle. warehouse. fluorescent.08 236.54 Fixture. commercial.35 - 17.79 CLEAN ROOM ITEMS 37 .79 - 4.85 617. high pressure sodium.000 SF SUM 62.83 726.000 SF SUM 4.45 237.28 - 4. double pole EACH 32. 30’ on center 74 Switch.88 - 4.39 60 Fixture. fluorescent strip. conduit. commercial grade. 150. with junction box.81 268. 2’x2’ EACH 121.60 902.41 62 Perimeter security lights.40 111.668. wire. commercial.14 - 58.28 65 Telephone system.257. 150. fluorescent. 877.62 104 Glove box air lock 12” x 12” x 14” EACH 2.318.5 HP EACH 1.06 13.00 1.859.45 104.43 104.83 10.671.779.01 101 Pass thru chamber S.565.18 93 Horizontal laminar flow station 4’ x 2’6” x 2’6” EACH 7.747.S.61 106 Ditto 16” x 16” x 16” EACH 2.28 2.064.441.268.003.187.56 98.02 195.08 985.93 87 Atmospheric chamber without air lock 36” x 24” x 24” EACH 3.59 153.44 83 18” x 18” x 16” pass thru EP SS (w/o window) EACH 1.06 314.50 100 Ditto 250 CFM EACH 7.506.11 48.74 128.072.406.62 4.12 104.18 98.500 gallon 60” dia EACH 2.04 140.00 3.800.28 2.004.059.76 84 Roll up pass thru 36” x 30” x 60” wall mounted EACH 8.67 100.52 95 HEPA filter 2’ x 4’ EACH 833.851.18 78.62 110 HDPE 3.45 99 Clean room dehumidification module 100CFM EACH 3.294.91 76.100 FC EACH 3.12 48.40 332.99 961.99 1.24 54.80 3.81 112 Ditto horizontal 2.106.00 2.56 103 Ditto 2’ x 2’ 2’ EACH 2.00 1.32 EACH 881.93 78.661.317.747.240.93 195.43 52.10 52.62 116 1” CPVC pressure valves EACH 386.11 85 Soft wall Polyurethane 40 mm clear 8’ high 96 Ditto 2’ x 3’ EACH 799.622.082.095.62 8.49 92 Humidifier 20 CFM 110 V EACH 3.99 118 1” – 3 way CPVC with threaded socket –true union 119 2” ditto EACH 88.99 6.53 195.55 123.11 91 Ditto 50.643.766.960.13 38 .856.71 88 Ceiling module.04 438.49 153.696.28 2.14 117 2” ditto EACH 589.21 90 Portable A/C module 20.285.08 3.82 Filter Fan 2’ x 4’ with HEPA Filter 650 CFM / 90FPM EACH 8.62 4.40 8.06 1.25 120 4” ditto EACH 1.08 533.99 7.22 123.48 EACH 9.551.08 1.980.24 104.06 667.440.04 102.07 78.99 882.67 204.000 BTU’s EACH 5.849. 4’ x 2’ EACH 229.29 109 Air Handler (High Volume) 3300 CFM 1.000 BTU’s EACH 4.157.086.94 107 Vacuum Antechamber 16” diameter x 24” long (4 ports) 108 P-Thru vacuum / nitro oven 120 v / 60 Hz EACH 13.321.72 104.750.000 gallon Polyethylene tank 90” dia x 130” high 111 Ditto 5.882.47 EACH 236.21 1.08 3.19 89 Ditto flow thru module 3.80 48.006.06 9.52 113 2 “PVC gate valves with EPDM seat NSF61 150 PSI 120 F 114 4” ditto EACH 429.044.752.81 98.79 102.499.561.01 1.79 98 Ditto 2’ x 3’ EACH 912.53 EACH 3.99 7.910.08 1.51 195.423.11 97 ULPA filter 2’ x 4’ EACH 957.72 51.61 LF 43.33 100.748. 1’ x 1’ x 1’ EACH 1.66 105 Ditto 12” x 12” x 16” EACH 2.600 FC.07 86 Acrylic glove box 2 glove 36” x 24” x 20” EACH 1.45 48.91 94 Ditto vertical 4”6” x 4’ x 4’ EACH 6.000 gallon EACH 1.42 123.99 848.706.99 4.465.62 98.00 153.983.38 100.54 104.787.81 102 Ditto 1’6” x 1’ 6” x 2’ EACH 1.06 1.82 5. fluorescent illuminators 4.20 115 6” ditto EACH 1. 50 140.00 162.250.20 14.86 125 1” ditto LF 3.37 104.414.91 - 5.08 4.00 8.29 129 Multiply above by 1.55 - 18.21 7.00 15.91 128 4” ditto LF 18.56 208.17 104.89 52.874.17 14.750.04 798.50” CPVC solenoid valves with EPDM seals EACH 561.45 EACH 4.90 144 50 mm M 7.50 149 12” wide LF 145.36 9.96 - 23.69 4.17 7.00 153 Ditto 9’ x 9’ x 6’ deep Each 10.93 122 0.000 gallon 70” dia x 70” high 138 316 SS 12g tank 1.50” ditto LF 4.08 5.254.06 20.68 - 3.186.00 150 18” wide LF 175.32 EACH 7.00 17.70 15.04 613.66 EACH 27.50 148 9“ wide LF 125.06 12.30 52.750.00 195.082.61 104.00 151 24” wide LF 235.550.00 12.000 BTU’s 142 Ditto 50.98 13.20 Concrete Electrical Vaults Miscellaneous Site Work 154 Armco galvanized guard rail (2 # rails) 39 .46 - 42. 220 v and controls 20.108.1.75” ditto LF 1.72 UNDERGROUND PVC ELECTRICAL CONDUIT (excluded excavation and backfill) 143 25 mm dia M 3.16 137 316 SS 12g tank 1.554.17 5.86 - 1.15 208.43 132 4” ditto LF 23.50 Trench Ducts with cover (excluded excavation and backfill) 147 6” wide LF 105.318.82 134 Multiply above by 1.55 - - - 2.21 145 75 mm M 13.69 EACH 5.358.121 0.00 262.1.10 78.45 .23 5.39 124 0.540.214.29 - 2.43 - 7.65 to above for fittings CPVC 135 304 SS Pass through 40” x 40” with window EACH 136 316 SS 12g tank 500 gallon 50” dia x 60” high EACH 12.00 27.48 - 4.500 gallon 80” dia x 70” high 139 316 SS Agitator 1 HP TEFC 115 / 230 v single speed 1” dia shaft 32” long 140 Ditto 1.00 12.314.00 2.31 22.000 BTU’s EACH 5.748.50” Clear PVC pipe (Material only) LF 1.96 133 6” ditto LF 42.65 to above for fittings 130 1” CPVC sch 80 (Material only) LF 131 2” ditto LF 7.46 - - - 13.300.00 1.236.60 78.75” ditto EACH 746.67 146 100 mm M 22.45 .39 - 1.00 LF 12.30 36.48 127 2” ditto LF 5.00 20.500.26 141 Clean room AC module including ductwork.08 27.68 126 1.622.5 HP 230 v EACH 20.35 123 0.00 152 6’ x 6’ x 6’ deep Each 6.50 2.50 127.65 208.658. 00 22. to determine construction rental equipment multiply install value by 6.00.00 42.50 157 3” asphaltic concrete on 4” stone base SF 1.5%.e.. labor unit man hours should be adjusted accordingly.30 2.00 NOTE: To determine man hour units from the above data source divided labor value by $53.00 LF 65.30 1.05 159 General repairs to bituminous roadway 2” with 4” stone base.00 161 Ditto 4’ wide LF 105.50 67. i. after installing utilities 2’ wide 160 Ditto 3’ wide LF 45.65 1. the install value contains 6.00 67. 40 .156 Rail spur (standard gauge) LF 55.5% for construction equipment.00 122.60 158 Ditto 3” on 6” stone base SF 1. this is an average bill out rate for skilled and unskilled labor (Union / Non Union – Merit Shop).00 107.00 169.40 3.00 64. Inflation Rates.W.86 . Bricks.84 .87 .08 1.SECTION B – 5 GENERAL CAPITAL COST ESTIMATING DATA / CALIBRATION FACTORS (LOCATION FACTORS / PRODUCTIVITY) The following general cost estimating data is applicable to City Location Factors. Stainless Steel pipe.14 1.88 .10 1 .83 .27 1. Country Location Factors (North America and International Locations) Engineering / Architectural CM and Validation Fee’s.07 1. L.30 1.80 1.07 1.86 .15 – 1. Concrete Blocks. Conduit.08 1.85 1.30 1. Ready Mix Concrete. Carbon Steel Pipe.22 1.81 . Average hourly labor rates.20 – 1. R.60 . Pipe. Rebar.24 1.92 . Sales Tax.25 – 1. Labor Rates (union and non union). Average Productivity Modifiers and General Conditions.86 .C.06 1. Copper Pipe. CITY LOCATION FACTORS (USA and Canada Locations) Location factors are based on 50 / 50 split of labor and materials ALABAMA Anniston Birmingham Decatur Huntsville Mobile Montgomery ALASKA Anchorage Fairbanks Juneau ALBERTA Calgary Edmonton Fort McMurray ARIZONA Flagstaff Phoenix Tucson ARKANSAS Little Rock Jonesboro BRITISH COLUMBIA Vancouver Victoria CALIFORNIA Anaheim Fresno Long Beach Los Angeles Oakland Location Factor . 95 .92 .93 . Petersburg Tampa GEORGIA Atlanta Macon Savannah HAWAII Honolulu IDAHO Boise Ketchum Pocatello Twin Falls ILLINOIS Chicago Kankakee Peoria Rock Island Rockford 2 1.06 1.17 . DELAWARE Dover Wilmington FLORIDA Fort Lauderdale Jacksonville Miami Naples Orlando St.87 .06 .94 .06 1.92 .04 .96 .Riverside Sacramento San Diego San Francisco San Jose Santa Rosa Woody COLORADO Colorado Springs Denver Ft Collins Gypsum Leadville Vail CONNECTICUT Hartford New Haven Stamford D.86 1.00 .08 1.87 1.07 1.93 .91 1.20 1.12 1.87 .07 1. CITY of WASHINGTON .96 .07 1.90 .88 .91 .95 .88 .91 .C.BASE CITY Washington D.92 .89 .94 .11 1.C.88 .87 .89 .97 . 05 .85 .96 .93 .08 1.82 . Kalamazoo Lansing Saginaw MINNESOTA Duluth Minneapolis St.93 .93 . Paul MISSISSIPPI Biloxi Canton .86 .96 .95 .90 .94 .93 .86 .86 .89 .99 .86 3 .05 1. Flint Grand Rapids.05 1.94 .86 .INDIANA Evansville.87 .96 .92 .96 .94 .97 1. MANITOBA Winnipeg MARYLAND Baltimore Silver Spring MASSACHUSETTS Boston New Bedford Lowell Springfield Worcester MICHIGAN Detroit. Hammond Indianapolis South Bend IOWA Cedar rapids Des Moines Davenport KANSAS Topeka Wichita KENTUCKY Bowling Green Georgetown Louisville Paducah LOUISIANA New Orleans Shreveport MAINE Bath Portland.86 .88 .88 .93 .94 .88 .05 1. 20 1.87 .06 1.89 . Princeton Trenton NEW MEXICO Albuquerque Las Cruces Santa Fe NEW YORK Albany Buffalo Lake George New York City Rochester Saratoga Springs Schenectady.88 1.02 1.05 1.Jackson Tupelo MISSOURI Columbia Kansas City St.94 .86 .99 .86 .89 .04 .04 1.93 . Syracuse Utica NORTH CAROLINA Asheville Charlotte Raleigh / RTP Wilmington .08 1.06 1.94 .00 1.86 .97 .02 .86 .98 .97 .02 .97 1.92 4 .95 .03 .86 .96 1.94 . Louis MONTANA Butte Missoula NEBRASKA Omaha NEVADA Las Vegas Reno NEW HAMPSHIRE Concord Manchester NEW JERSEY Atlantic City Burlington Cranbury Ewing Hightstown Jersey City Medford Newark New Brunswick.96 .03 1.98 1.86 .92 .98 . 96 1.97 1.94 .97 .90 .94 5 .93 .94 .97 .93 .99 .88 .91 .99 .99 .90 .90 .97 .01 .89 .89 .07 1.87 .88 .95 .89 .87 .94 .90 .97 .91 .85 .88 .98 .NORTH DAKOTA Bismarck Crosby Fortuna Fargo Minot OHIO Akron Canton Cincinnati Cleveland Columbus Dayton Lima Toledo Youngstown Zanesville OKLAHOMA Oklahoma City Tulsa ONTARIO Hamilton London Thunder Bay Toronto Sarnia Sudbury Windsor OREGON Eugene Portland PENNSYLVANIA Conshohocken Erie Newtown Kutztown Morrisville New Hope Philadelphia Pittsburgh Reading Scranton Yardley York West Chester PUERTO RICO San Juan QUEBEC .89 .94 .90 .96 .98 .00 . 87 .85 .91 .83 .87 .82 .87 .88 .86 .88 .94 .94 .91 .94 .84 .90 .88 .90 .83 .88 .89 .86 .92 .88 .84 .85 .85 .95 .84 .97 .Alma Kirkland Mirabel Montreal Sorel Verdun RHODE ISLAND Newport Providence SOUTH CAROLINA Charleston Columbia Greenville SOUTH DAKOTA Rapid City Sioux Falls TENNESSEE Chattanooga Clarksville Cleveland Jackson Knoxville Memphis Murfreesboro Nashville Sweetwater TEXAS Abilene Amarillo Austin Beaumont / Port Arthur / Sabine Pass Corpus Christi Dallas El Paso Fort Worth Houston Kennedy Lubbock San Antonio Victoria.95 .84 .89 .96 .87 .85 .87 .94 .95 . Waco UTAH Salt Lake City VERMONT Burlington VIRGINIA Chatham Hopewell 6 .89 . 86 .86 . i.94 .30 1.94 (Canadian) = $1.C.08 points: Country City Argentina Australia Melbourne Location Factor * 0.96 . Canadian city indexes reflect August 2008 Canadian currency projections. will generally have to a greater degree have higher prices contrasted to lower 48 major cities. Alaska. which is fixed at a value of 1. The base / standard benchmark city is Washington.e.00) The factors indicated below would be appropriate for ($5 . CONSTRUCTION PRODUCTIVITY AND ENGINEERING (DESIGN & DRAFTING) PRODUCTIVITY V’s USA STANDARDS (Washington D.55 1.04 – 0. .10 . D.00 US GLOBAL LOCATION FACTORS.$100+ million) hi-tech / manufacturing / pharmaceutical type facility * Applicable if the above value is for a “first of its kind” building / facility (engineering / construction endeavor will initially experience a steep learning curve as the staff navigates it way through local import regulations and various permitting issues) if company has built or has operating facilities already in country reduce location factor value by 0.C.20 – 1.92 . due to increases in logistics and increased shipping / transportation costs.97 . WYOMING Casper Cheyenne Gillett .Norfolk Richmond Roanoke WASHINGTON Bellingham Ferndale Seattle Spokane Tacoma WEST VIRGINIA Charleston Huntington Hurricane Institute Parkersburg WISCONSIN Madison Milwaukee.10 .96 1.87 . Anchorage or Fairbanks.40 -1. Built up areas close to major cities / Suburbs outside major cities generally have a lower cost basis than major city center costs.85 .86 . The exchange rate used was: C$ 0.89 .92 .88 .88 .30 mile radius = 1.86 The above North American city indexes / location factors are intended for comparison objectives only. Remote locations.20 Eng / Design Work Productivity 1.93 .05 7 Construction Productivity 1.92 . such as.00.91 .86 .1. 35 .20 1.40 1.10 1.00 0.45 – 1.15 – 1.25 1.95 8 1.25 1.08 1.07 1.10 – 1.40 2.07 1.10 – 1.20 – 1.15 1.25 1.10 .40 1.05 1.10 1.10 – 1.94 1.97 0.15 2.01 0.00 – 3.96 0.17 1.40 1.92 0.05 1.85 1.05 – 1.04 1.25 1.1.05 1.20 – 1.05 – 1.30 – 1.10 0.10 1.15 – 1.97 1.60 1.10 – 1.35 1.20 1.10 – 1.1.95 – 1.96 0.50 – 3.25 .15 1.20 2.15 1.30 1.10 1.50 1.10 .10 – 1.65 – 2.1.08 1.10 – 1.20 – 1.60 1.03 1.15 1.1.10 1.10 – 1.20 1.50 – 3.15 2.20 1.40 – 3.15 0.00 1.10 – 1.10 .05 1.03 0.80 1.92 0.10 – 1.00 .20 – 1.06 1.1.10 – 1.15 1.05 1.20 1.96 0.25 1.05 1.15 1.06 1.00 – 1.00 – 3.20 – 1.25 – 1.40 1.97 0.1.15 – 1.30 – 3.05 – 1.02 1.15 1.50 – 1.10 – 1.25 – 1.20 1.00 2.05 – 1.10 .00 – 2.35 1.06 0.04 1.04 0.20 – 1.1.10 1.40 2.10 .20 – 1.10 – 1.45 – 1.06 1.25 1.05 1.04 1.65 1.15 2.95 1.10 – 1.20 1.10 – 1.65 1.05 – 1.05 – 1.40 – 1.35 1.92 0.15 1.40 2.05 – 1.05 .97 0.96 0.06 1.15 – 1.05 1.10 – 1.1.03 1.20 1.00 1.1.75 1.15 1.93 1.15 1.10 1.15 1.20 1.10 – 1.10 1.10 .15 1.75 – 2.40 1.15 1.Perth Sydney Austria Belgium Brazil Canada China Cyprus Czech Republic Denmark Egypt Finland France Germany Greece Hong Kong Hungary India Israel Indonesia Ireland Italy Japan Kuwait Malaysia Mexico The Netherlands New Zealand Nigeria Norway Oman Romania Russia Poland Calgary Edmonton Fort McMurray Halifax Montreal Toronto Vancouver Beijing Guangzhou Shanghai Nice Paris Berlin Hamburg Munich Cork Dublin Galway 1.96 1.10 – 1.20 1.00 – 3.99 0.06 1.20 1.10 1.40 1.06 1.10 – 1.15 1.05 1.15 1.50 1.15 1.25 – 1.15 – 1.15 1.05 1.70 1.05 1.94 1.00 2.94 0.05 1.40 1.25 1.25 1.00 1.65 1.15 1.60 1.20 1.03 0.06 1.25 1.05 – 1.20 – 1. 50 1.95** See below 1. PA Phoenix.00 1.15 –1.40 .92 0.20 – 1.25 1.20 1.98 0.95 0.00** 0.08 1.00** 0.90 1.95 1.40 1.08 1.00 0.00** 1.07 0.05 – 1.10 – 1.25 – 1.25 1.15 –1.98 0. Puerto Rico Raleigh / RTP.50 – 2.10 – 1.05 – 1.25 – 1.00 1.93 1.10 – 1.05 – 1.15 1.00 1.40 1.95** 1.05 – 1.05 – 1.10** 1.00 1.00 1.15 1. AZ San Juan.20 – 1.40 – 1.91 1.90 1.00 1.C.00 1.10 – 1. NC St Louis.25 1.15 1.90 – 1.00 1. MO Washington D C Benchmarked Value 0.20 1. MI Houston.15 1.00 1.$55 million built in the lat ten years: 9 .09 1.00 ** Above Washington D.25 1.10 0.Portugal Saudi Arabia Singapore South Africa South Korea Spain Sri Lanka Sweden Switzerland Taiwan Thailand Turkey UAE United Kingdom United States Venezuela Vietnam Birmingham Cambridge Edinburgh Liverpool London Manchester Oxford Atlanta Boston.00 1.20 – 1.10 – 1.94 0.25 1.30 1.15 1.00 0. IL Kalamazoo.2.20 – 1. using a hybrid of merit shop labor (a combination of union and non-union labor) Puerto Rico Productivity V’s US Construction Norms The following is based on 6 # projects ranging in value from $5 .06 0.65 – 2.20 1. NJ New York City.20 – 1.08 1.07 1.30 – 2.00 1.15 – 1.50 1.35 1.00** 1.35 1.40 1.00 0.95** 0. CA New Brunswick.00** 1.25 1.45 1.06 1.15 1.35 1.90 – 1.25 1.11 1.10 – 1.12 1.20 1.15 –1.80 – 2.00 1.00 1.93 1.20 – 1.07 1. TX Hartford.70 1.35 1.00** 1.35 – 1.65 1.10 – 1.55 1.98 0. MA Chicago.35 – 1.10 – 1.99 1.15 –1.10 – 1.45 1.15 1.25 0.94 0.15 – 1.94 0.20 1.07 0.00** 1.00 1.20 – 1.05 – 1.15 –1.20 1.00 1. CT Los Angeles.20 1.15 – 1.00 1.94 1.20 1.85 0.96 0.20 1.10 1.25 1. NY Philadelphia.96 0.94 0.90 – 3.05 – 1.05 – 1.14 1.20 1.97 1.20 1.75 – 2.15 – 1.00** 1.07 1. Trade / Skill Site / Civil work / U G utilities Masonry / external walls / internal partitions Structural steel Architectural finishes Floors / Walls / Ceilings / Painting / Special finishes Major Equipment Setting Piping (process & utility) HVAC (AHU’ s / Ductwork / balancing) Instrumentation / Electrical / BMS Insulation Engineering / Design work / CAD operations Puerto Rico Range 1.25 (1.00 1.55 – 2.30 (1.50% more.45 – 2.$38 per hour.25 (1.85) 1.45 – 2. The all-in selling rate for an un-skilled worker is $30 .90) 1.85) 1.50 – 2.00 1.15 (1.65 – 2. revamp or alteration work could be 20% .80) 1.00 1.00 1.95 for all trades.00 Field labor for new work will average 1.85) 1.00 1.15) 1.25 1.$32 per hour 10 .20 (1.80) 1.15 (1.60 (2.55 – 2.15 – 1.75) 1. The all-in selling rate for a skilled worker is $36 .90 – 2.25 (1.00 1.50 – 2.00 1.85) USA Norm 1.00 1.75 – 1.35 (1.00 1.45 – 2. 00 – 1.10 .10 – 1.10 – 1.00 1.15 1.10 – 1.10 .90 .10 – 1.10 1.10 .00 1.1.because there is so much historical cost data that has been collected over the last 20 – 30 years.15 1.00 .1.15 1.15 1.20 1.USA Productivity Factors (versus Gulf Coast): The normal approach of comparing “process / refinery / manufacturing” construction productivity is to compare various locations around the USA to a known basis or benchmark of 1.1.20 .25 1.00 1.10 .05 1.00 or 100 for Texas Gulf Coast (open shop labor working from say Mobile.30 1.00 1.1.1.10 .05 – 1.15 1.10 1.1.30 1.15 1.20 1.15 1.10 1.10 1.1.15 1.10 .10 1.10 .1.25 1.25 – 1.05 .20 – 1.1.1.00 – 1.10 .15 1.15 11 .30 1.15 .1.35 1.15 1.05 .05 – 1.20 .00 1.10 .00 1.05 1.10 .15 1.20 – 1.1.00 – 1. .1.1.1.10 .1.00 .1.20 1.15 1.15 1.15 1.10 1.1.30 1.10 . the term Gulf Coast productivity is well known and understood term in the engineering / construction industry): State Alabama Alaska Arizona (Phoenix / Tucson) Arizona Arkansas California (LA / Long Beach / SF / SD / SJ) California Colorado (Denver) Colorado Connecticut Delaware Florida (Jacksonville / Miami / Orlando / St P ) Florida Georgia (Atlanta) Georgia Hawaii Idaho Illinois (Chicago) Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland (Baltimore) Maryland Massachusetts (Boston) Massachusetts Michigan (Detroit) Michigan Minnesota (Minneapolis – St Paul) Minnesota Mississippi Missouri (St Louis) Missouri Open Shop / Non-Union 1.1.1.20 1.00 1.00 1.00 1.10 1.10 1. AL in the north and south to say Corpus Christi.15 1.20 1.10 1.00 – 1.10 1. TX.05 1.10 .10 – 1.1.15 1.1.15 1.15 1.05 1.05 1.20 – 1.25 1.15 1.05 – 1.00 .20 1.05 .10 Union 1.10 .10 .10 1.05 0.30 1.05 1.1.15 1.1.1.10 1.10 .1.10 .1.05 .10 – 1.05 1.30 1.05 1.10 1.20 1.05 1.05 1.1. 05 1.1.10 .10 1.05 1.10 .10 .15 (typically all work is completed on open shop basis) 1.05 .15 1.05 – 1.50 – 2.05 1.15 – 1.1.10 1.15 1.30 1.1.15 1.1.Montana Nebraska Nevada (LV / Reno) Nevada New Hampshire New Jersey (Newark / Northern) New Jersey New Mexico New York City New York North Carolina North Dakota Ohio (Cleveland) Ohio Oklahoma Oregon Pennsylvania (Philadelphia / Pittsburgh) Pennsylvania Puerto Rico Rhode Island South Carolina South Dakota Tennessee Texas (Dallas / Houston) Texas (Gulf Coast) . large projects with a lot of repeat / similar work activities: productivity could be 0.05 .00 .00 1.20 1.10 1.10 .15 1.1.e.15 1.10 1.15 1.10 .00 .05 1.00 1.15 1.05 1.20 – 1.00 .10 .15 1.90 1.10 .1.10 .1.90 – 1.1. Lake Charles.10 – 1.05 – 1.20 .Base Case this includes Gulfport.05 1.30 1.05 1.10 .30 1.15 1.1.10 . Baton Rouge.10 1.1.1.1.05 1.1.1.15 1.05 1.40 1.05 1.00 – 1.05 1.1.15 1.1.10 .05 0.15 1. Port Arthur.1.20 1.15 1.30 – 1.10 1.10 .05 1.05 . Baytown.) Virginia Washington West Virginia Wisconsin Wyoming 1. Texas City and Victoria: (Note: in certain cases i.00 say an average of 0.15 1.10 1.20 1.1.60 – 1.1.05 1.95) Utah Vermont Virginia (Washington D.15 1.90 .1. New Iberia.1.05 1.05 .C.00 1.20 1.15 12 .15 1.20 1.05 .10 1.1.05 1.1.1.1.15 1.05 .05 1.20 1.15 1.10 .05 1.15 1. Beaumont.10 1.15 1.20 .15 1.05 1.20 1. these fees include Architectural.7% 2.A and CM percentage fees by project size. 7.A & CM) The tables below are representative D. 10. 8.5% 13 .O. Home Office Procurement of sophisticated major equipment i. Strip Shopping malls. Building Services. 2 – 4 story Townhouse 3. These percentages exclude Front End Studies.E. Home Office Project Control activities (this could range from 0.A.5% . Structural.D.5% . Warehouses / Shipping Logistics Center / Mini Warehouse.E.5% .Detailed Design / Engineering / Architectural and CM Fees (D.00% for a full blown project control effort during the EPC effort).5% 4. Type and size of project (complex project would trend towards higher percentage values). The CM percentages include site purchasing and site cost control / planning. Owner provided equipment.e. Owner Project Management / Owner Construction Management services. Location: (Domestic or Foreign) . Hypermarket. the percentages indicated include EPC / Construction Management services. Owner Specifications and procedures (complex design deliverables) or Industry standards using CSI (Masterspec type boilerplate).8. together with drafting / CAD and H. New or revamp work – revamp work could be a more expensive undertaking.E. Schools. Fast Track construction effort (over design of structural elements together with overtime payments to the design team). Bowling Alley.D.30% more: For Revamp applications: add 20% . Instrumentation (I/C) and Electrical services. Degree of technical design complexity and sophistication of required design deliverables (drawings and specifications). percentages tend to rise when the economy is doing well. for professional services. 5. Mechanical. CONSTRUCTION MGMT* on above facilities (2) MID TECH FACILITIES Auditorium. D. General Notes / Considerations: when selecting the 1. Shopping Mall.25% – 1. Civil. (Big Box type facilities) for applications less than $5 million percentages could be 10% .50% to selected value. Owner Engineering. Local or Federal Government contracts (Contract Terms and Conditions) would trend towards mid to higher percentage values.E. plenty of work or lack of work.D. 2. usual reports. A new client together with the “new learning curve” could tend to increase the values indicated below. the Major Equipment list. Motels. Repeat work could tend to optimize percentage values indicated below 4. Current market conditions.A and CM fees may possibly fluctuate from those indicated depending on the following notes 1 –10 listed below.distance from various Home Office(s) could have an impact on the selected percentages indicated for items such as travel cost and associated expenses.$150 million + Percentage of TIC Range (1) LOW TECH FACILITIES Aircraft Hangars. 6. Process.D. Parking Garages. 9. & CM Services General Facilities / Construction Categories & Refinery / Chemical Plant Total Installed Cost (TIC) $5 . D. 3. Manufacturing Facilities (Not Hi-tech Factories). Manufacturing (Class 1.0% 6.5.5% – 16% 8% – 16.S.5% 8.8.B.12% 6.) MANUFACTURING PLANT (or 400 – 1.000 .5% .5% .5% 2.ISO # 7 & 100.11% 7% .L.14.750 for retrofit per M. Validation Services: CONSTRUCTION MGMT* on above facilities (5) REFINERY / CHEMICAL FACILITY (I.7.10.5% .15.12.11.5% .TECH FACILITIES (Low End): Banks. Oncology R&D Facility) for applications less than $5 million percentages could be 10% .5% .6% 4. High End Offices) for applications less than $5 million percentages could be 10% .’ s for new and 500 – 1. CONSTRUCTION MGMT* on above facilities (3).000 .5% 7% . 3-5 Star Hotels.30% more: Revamp applications: consider adding 20% 50% to selected value.5% .5% 4. Clean Room Modules.5% .5% .30% more: Auto production facility Tire Manufacturing facility Bakery Brewery Dairy Cement Plant Toner facility Paper production Power Station 100 – 250 Mw (Coal) Ditto (Gas) Ditto (Nuclear) Ditto (Wind) Pipelines (onshore) Pipelines (offshore) 3.ISO # 8) Chip Manufacturing facility.5% .5% 6.tech manufacturing facilities. MID / HI .5% .13.5% 8.5% 7.5% .ISO # 6.5% 6.5% .5% .5% .5% 8% .200 M. College Laboratories.5% 5. Nanoscale R& D Facility Oral Solid Dosage (OSD) Toxicology R&D Facility University – Medical R & D facility Revamp applications: consider adding 20% 50% to selected value.5% .8% 14 .5% .17.18% 8% . 10.16% 7.30% more: For Revamp applications: consider adding 20% .11% 6.5% 7.Buildings) for applications less than $5 million percentages could be 10% .15% 1% .5% .30% more: API Facilities Animal Testing / Vivarium Computer Chip Manufacturing Facility ISO # 4 and similar.TECH FACILITIES Research Center / Hi . Pharmaceutical.5% 7% .5% 3.11% 6.5% 4. E. item see following chart for additional data points) for applications less than $5 million percentages could be 10% .10.5% .5% 8% .000 .10% 6.6% 4% . Libraries. Computer Centers Hospitals. CONSTRUCTION MGMT* on above facilities (4) HI .10.7.H.12.11.50% to selected value. 7% 6% . 15 . * Construction Management includes site staff.25% of 15 .25% of 15 .C.100 150 .E item (excludes PM / PC / Procurement 400 – 1. for other locations use the city location factors previously indicated. the activities related to the buy out / purchasing of all project materials. Typically CM firms are charging 2%-5% fee on the total cost of the construction effort (funds that pass through there books).13% 5% .50 50 .25% of 15 . submittals / shop drawings etc.12% as a profit / fee due to the current high workload in this sector. items New Facility 10 .200 400 – 900 350 – 750 500 – 1. water and electrical supplies / services. 60% and 90% design reviews and specifications). subject to negotiation. of course.E.5% 3. Procurement costs.000’ with rail.8.75% of the TIC cost. Infrastructure Projects Airport runway and terminal Railway (passenger & freight) Electrical transmission system Bridge (rail or vehicle) Major Road (excludes bridges) Telecommunications tower 150’ high Jetty / Wharf 500’ – 1.50 50 .250 Retrofit / Revamp 10 .750 500 – 1.5% .25% of 15 .5% Note: These fees / percentage markup’s are. these fees have an accuracy of +/-20% and are dependent on client’s required engineering deliverables. typically is 1.13% 4. some clients require a significant amount of engineering / design work together with 30%. loading cranes and oil. i. / Q. these rates have been calibrated to Washington D.C. site staff employee expenses and a fee. Revamp applications: consider adding 20% 50% to selected value. trailers and site accommodation are included in Division 1 / Preliminaries.5% .5% .H.500 400 – 1.12% 3. vendor drawing approvals and Request for Information Q. (Some clients want minimal drawings and specifications.e.12% 8% .5% 9.1.25% of “A” “A” “A” “A” “A” “A” Union Labor Costs: The charge / bill out rates is in the right hand column “A”.5% .7.5% 4. major equipment typically falls in the range of 0.5% .5% .250 PM / PC / Procurement M.’ s per M.H.25% of 15 .50% –1% of the TIC cost Engineering support. item 15 .E. 5. CONSTRUCTION MGMT* on above facilities. CONSTRUCTION MGMT* on above facilities.Water treatment facility Off-sites / OSBL / Utilities Offshore production Facility / Single Point mooring System Revamp applications: consider adding 20% 50% to selected value. home office and field support during construction.250 A” “ Detailed Design M.A.7.17.100 150 .8% 7% . # Of M. EPCM firms working in the oil / gas and power sectors may be able to charge 7% .8% 8% .5% .’ s per M.25% .14% 4. Excludes general conditions / Division 1 / Preliminaries (trailers and scaffold etc.14 39. TRADE Bricklayer Carpenter BASE WAGE 30.48 16 “A” ALL IN RATE 57. rags and grease). Typical uplift 60 – 95% (used 85% . holidays. Profit is average 10 . Profit is average 10 .36 46. Excludes construction equipment and fueling / maintenance.) / Excludes consumables (gases.“A”). sick pay. • • • • • • • • Total Fringe Benefits (Vacation. sick pay.80 43.C. Excludes general conditions / Division 1 / Preliminaries (trailers and scaffold etc. General Operating Engineer.06 45. rags and grease).10% of base wage. typically 2 – 6% of total all in rate. Workers Compensation Insurance is average 15 . Overhead and Home Office Support 15 – 20%.29 Open Shop / Non . holidays. and employer paid FICA / Unemployment rates.Note these values should be calibrated with the previous location factors to determine the charge out rate for each specific location.74 80. these rates have been calibrated to Washington D.17 46. Supervision is average 5 . BRI) is average 15 .93 74. General Painter.42 85.“A”).37 85. BRI) is average 15 . Overhead and Home Office Support 15 – 20%.20% of base wage.46 28.75 “A” ALL-IN RATE 74.27 72.30% of base wage.88 32. • • • • • • • • Total Fringe Benefits (Vacation.32 35. Excludes construction equipment / fueling and maintenance. Typical uplift 60 – 95% (used 85% .08 .) / Excludes consumables (gases.Union Costs: The charge / bill out rates is in the right hand column “A”.10% of base wage.86 84. and employer paid FICA / Unemployment rates.20% of base wage.88 40.15% of base wage. General Plumber / Pipe fitter Roofer Sheet Metal Worker. Workers Compensation Insurance is average 15 . Excludes small tools. typically 2 – 6% of total all in rate. for other locations use the city location factors previously indicated.65 35.22 65.30% of base wage. Excludes small tools. General Structural Iron Worker Average Rate BASE WAGE 40.15% of base wage.12 60. Supervision is average 5 . TRADE Bricklayer Carpenter Electrician Laborer.68 64.94 53.42 75. New York.225 0 State Nebraska.25 4. Oklahoma. General Plumber / Pipe fitter Roofer Sheet Metal Worker. Hawaii. Canada Provinces impose QST/GST/PST & HST tax Average Check with each Province 17 Tax (%) 5 6. Illinois. Pennsylvania.25 2.94 25. Oregon. Colorado Connecticut Delaware District of Columbia. Iowa.45 31. South Carolina.5 5 5. etc. New Jersey. Florida. General Painter. Idaho. West Virginia.5 4.22 37.54 50. Tax (%) 4 0 5. Montana.6 6 7. city payroll tax. Ohio. Tennessee. Wisconsin.22 69. California. North Dakota.64 20.57 68. Minnesota.60 37. Mississippi. Kentucky. South Dakota. Maryland. Vermont.34 30. Texas. New Hampshire. Rhode Island.5 0 6 7 6 4 7 6.5 6 5 4 . Some businesses may be able to obtain sales tax / exemption forms (certificate) that allow them to claim the sales tax back from the specific state.9 6 0 5. Additionally.24 46. Virginia. Arkansas.60 56. Arizona. State Alabama.51 State Sales Tax / GST Sales tax on materials is indicated below.88 59.05 27. Wyoming. Indiana. Georgia. Michigan. Massachusetts. local authority / townships / counties may levy additional taxes such as business and operating taxes.5 7 4.28 32.50 0 6 5 4 4.25 6 5 5. North Carolina. General Structural Iron Worker Average Rate 37. Louisiana. General Operating Engineer.65 6 5 6. Washington.70 57. Nevada. New Mexico. Missouri.75 57. Typically labor is not taxed. Utah.Electrician Laborer.75 6 4 4 6 6. Alaska. Kansas.3 6 4 5 5 5 6 6. Maine. 2% 1.4% 1.5 12.7% 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 18 .Alberta British Columbia Manitoba New Brunswick Newfoundland Northwest Territories Nova Scotia Nunavut Ontario PEI Quebec Saskatchewan Yukon 5 12 12 13 13 5 13 5 13 15.2% 2.2% 1.5 10 5 INFLATION / COST (COMPASS) INDEXES Base year is 1980 The following historical database is a measure of inflation / escalation that has occurred in the process industry since 1980.6% 3.8% 0.4% 3.8% 1.6% 4.0% 1.8% 3.2% 3.8% 1.9% 1.4% 1.1% 2.8% 1.3% 4.5% 1.8% 3. Year Material / Labor Index Increase 5.8% 1.8% 1.7% 1.8% 2.6% 4.7% 2. 5% (A) Bricks Common / Facing Brick Unit Prices.5% 2.5% 10 – 15% 3.20 613. cities.5% 10 – 15% 5 – 7.00 396. D.5% 7 – 12.5% 10 – 15% 5 – 7.00 (B) Carbon Steel Pipe 1” diameter Schedule 40: Unit Prices are per thousand feet for fourteen USA cities.00 396.5% 10 – 15% 5 – 7.053 2.5% 7 – 12.5% 2.235 3.00 405.2007 2008 2009 (TBD) 3.035 19 3.5% 2. City Waste Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington.5% 2.5% 2.025 3.5% 2.50 586.104 3.5% 7 – 12.70 464.5% 2.5% 2.00 443.00 406.5% 2.C.5% 2.5% 7 – 12.5% 10 – 15% 5 – 7.5% 7 – 12. delivered to site.975 3.8% 2.00 338.5% 10 – 15% 5 – 7.161 3.5% 10 – 15% 5 – 7.C.4.5% 7 – 12.9% 3.5% 10 – 15% 5 – 7.80 605.10 363.60 345.5% 7 – 12. Unit Prices are per thousand for fourteen U.5% 2.5% 10 – 15% 5 – 7.52 492.5% 7 – 12.5% 2.50 469.056 .5% 7 – 12.5% 2.5% 2.027 3.00 408.00 303.5% 10 – 15% 5 – 7.092 3. delivered to site.296 3.5% 10 – 15% Common Brick Facing Brick 320.5% 7 – 12.5% 2. D.5% 10 – 15% 5 – 7.80 469.5% 10 – 15% 5 – 7.20 452. Wilmington DE Waste Premium for small quantity 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% Pipe 1.90 419.5% 7 – 12.089 3.50 466.5% 2.0% .40 397.5% 2.80 498.5% 2.80 645.5% 2.042 3.A.5% 2.5% 2.5% 2.5% 2.5% 2.5% 10 – 15% 5 – 7.5% 2.S.5% 7 – 12.20 611. City Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington.80 379.5% 7 – 12. Wilmington DE 2.5% Discount for large quantity 7 – 12.5% Discount Premium for large for small quantity quantity 5 – 7.5% 10 – 15% 5 – 7.80 618.037 3.20 593.5% 2.000 foot Delivered to site 2. 400 9.000 PSI 5.(C) Reinforcing (Rebar) Prices: Unit prices indicated below are for 10 tons delivered.000 PSI 96 100 92 104 86 90 95 95 121 97 118 93 107 95 105 110 101 113 95 99 103 103 134 106 129 102 117 105 (E) Lightweight Concrete Block (8” x 8” x 16”): Unit Prices are per hundred for fourteen USA cities.40).290 9. d/d to site 2.cement.201 9.C.5% 2.0% 2. 20 .642 9. Waste City Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington. typically delivered in 100 / 1.0% 2.5% 2.129 10.225 9.C.0% Discount for large quantity 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 7 – 10% 2. City Waste Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington. Add a premium of 5 – 15% for distances greater than 25 miles from batch plant.0% 2.0% 2.5% 2.206 8.0% 2. The prices are for 3.5% Discount for large quantity 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% Premium for small quantity 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 3.5% 2.0% 2.5% 2.370 9. D.5% 2.126 9.0% 7 – 10% 10 – 15% 9.0% 2. Wilmington DE 2.5% 2. cut and bent from a rebar fabricator in the following fourteen USA cities.sand and 4 parts gravel. Wilmington DE Premium for small quantity 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 – 15% 10 Tons Fabricated.5% 2. spec is A 36 steel (Cost per pound $0.5% 2.000 PSI grades of concrete (1:2:4) mix 1 part .0% 2.5% 2.000 PSI and 5.217 9.0% 2. D. delivered to site.5% 2.790 9.5% 2.0% 2.454 9. 2 parts .5% 2.0% 2.979 (D) Ready Mix Concrete Unit Price Ready Mix Concrete Price per CY / 10 – 14 CY load: Listed below are unit prices for ready mix concrete in the following fourteen USA cities.0% 2.522 9.000 standard units. 5% 2.5% 2. 24” Diameter Pipe: Unit Prices are per hundred foot for fourteen USA cities.5% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% Concrete Block (8” x 8” x 16”): 100 units Delivered to site 145 155 135 138 146 157 135 150 160 134 200 132 159 2.5% 2. Wilmington DE 2.126 2. delivered to site.5% 2.196 2.S.116 2. 21 . D.105 2.5% 2. Wilmington DE 2.5% 2.5% 2.A.5% 2.5% 2.5% 2.C.5% 2.5% 2.C.098 (G) Copper Pipe Type “L” Unit Prices.096 2.124 Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington.5% 5 – 10% 15 – 20% 2.5% 2.092 2.5% 5 – 10% 15 – 20% 133 (F) R.5% 2.275 2.5% 2.072 2.5% 2.5% 2. delivered to site.5% 2. City Waste Discount for large quantity 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% Premium For small Quantity 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% Pipe 100 foot Delivered to site 2.C.5% 2. cities.5% 2.5% 2.5% 2.226 2. Unit Prices are per thousand feet for fourteen U.City Waste Discount for large quantity Premium For small Quantity Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington.5% 2. typically delivered in 20 foot standard lengths. D.5% 2.180 2.044 2.230 2.5% 2. delivered to site.0% 2.0% 2.0% 2.727 1.000 foot Delivered to site 1.850 9.C.0% 2. Wilmington DE 2.000 foot Delivered to site 9.0% 2.737 1. D.772 1.0% 2.830 9.0% 2.647 6.020 5.778 9.845 Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington.745 6.860 (H) Galvanized Steel (Rigid) Conduit 2” diameter: Unit Prices are per thousand feet for fourteen USA cities.0% 2. City Waste Discount for large quantity 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% 5 – 15% Premium For small Quantity 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% Conduit 1.886 6.618 9.0% 2.028 5.0% 2.870 Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington.0% 2.875 6.929 1.818 10.0% 5 – 15% 15 – 20% 5.0% 2.846 1.813 1.0% 2.City Waste Discount for large quantity Premium For small Quantity 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 15 – 20% 0.978 10.0% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 2.803 1.775 5. Wilmington DE 2.0% 2.596 10.A.789 5.840 (I) Stainless Steel 1” diameter: Unit Prices are per thousand feet for fourteen U.0% 2.737 9.722 1.0% 2.0% 2. D.724 1.215 9.0% 2.947 1.250 9.750 2”Dia Pipe per 1.0% 5 – 10% 15 – 20% 1.858 5.0% 2. 22 .0% 2.50”Dia Pipe per 1.747 5.S.227 9.0% 2. cities.785 1.055 5.0% 2. delivered to site.000 foot Delivered to site 5.0% 2.047 5.0% 2.685 1.0% 2.072 9.895 10.C. 04 1.065 wall Annealed Per 1.000 foot Delivered to site 5.0% 2.038 3.0% 2.150 3.06 1.702 5.318 5.0% 2.257 5.252 5.0% 2.000 foot Delivered to site 3.612 4.912 3.02 1.185 5.475 3.780 4.0% 2.687 2.08 1.0% 2.0% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 5 – 10% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 15 – 25% 304 SS 0.523 5.628 316L SS 0.0% 2.359 5.635 3.10 1.14 General Requirements / General Conditions / Division 1 / Preliminaries General Conditions will typically range from 4% on large projects to 15% on small / complicated projects.235 Man Hour / Productivity Modifiers for High Rise Buildings / Facilities Multiply standard man-hours by the following modifiers to compensate for double handling of materials and equipment / loss of productivity / travel time etc.648 3.621 5.0% 2.C.00 1.858 3.765 5.0% 2.673 3.627 3.065 wall No polish per 1. Number of Floors in Building Ground Floor 01 02 03 04 05 10 1.257 5.624 3. Wilmington DE 2.0% 5 – 10% 15 – 25% 3.6%.0% 2. General Condition’s items include: • • • • • Scaffolding / Temp Fencing / Barriers / Enclosures / Project Signs Hard Standings / Temp Storage Areas / Temp Parking Areas Superintendents / Field Engineers / Clerks / Secretaries / Timekeepers Field Offices / Trailers / Office Supplies / Telephones / Radio’s / Office Furniture / Computers Site Layout / Batter Boards / Testing / QA Activities 23 . a reasonable value for General Conditions is 4% .282 4.522 5.314 5.City Waste Discount for large quantity Premium For small Quantity Atlanta Boston Burlington NJ Chicago Dallas Los Angeles Medford NJ Minneapolis New York City Philadelphia San Francisco Trenton NJ Washington.0% 2.0% 2. D. • • • • • Clean Up / Dumpsters / Final Clean Up / Road Sweeping Permits / As Built Drawings / Postage / Express Mail Temp Utilities Video’s / Photographs Bonds / Watchmen 24 . 1 . M. formwork and excavation) and structural steel / brackets / core drilling and grouting of M.SECTION C – 1 MAJOR EQUIPMENT (M. note – some of these work items could be considered Preliminaries / Division 1 items: • • • • • Hardcore (hard standings) / Temporary staging areas.E. leveling and assembling various components together. Pick up at lay down area / Temporary weather protection: Clean up of any packing materials / Come along’s / chains & pullies: Millwright’s work and other related trades in aligning. Expenses associated with the use of construction rental or owned equipment. M. supports / brackets / instrumentation. The Labor Installation Units exclude the items listed below: • • • • • • • • Labor and material for foundations (concrete – rebar.E. The man-hour units contain direct labor hours for receiving. allocating. installing. cooling liquids.E. Electrical cable.) item is assumed to be off-loaded a distance not exceeding (n/e) 0. sleeves and jumpers / final balancing and adjusting finished systems.E. The budgetary dollar values should be considered +/. conduit and hookups. Offloading and temporary storage / Placing on temporary timber sleepers. the man-hour units are merit shop .000 feet or 250 meters): All millwright installation work documented below is to be executed by skilled journeymen (millwright’s) familiar with the type of M. aligning and making ready for any required inspection / testing and (system) handover. assembling. including any required welding and fitting / marrying pieces together. Associated service / utility piping systems and final hook up.E. The Labor Installation Units include the items listed below.E. storing. Initial chemical charging. when considering future contingency values. identification / Stenciling & subsequent tagging: H D bolts. being installed.a hybrid of union and non-union workers.) BUDGET PRICING & MAN-HOUR INSTALLATION VALUES The following tables are a listing of current budgetary pricing – mid 2008 and man-hour installation values related to major equipment items that would many times be encountered on a typical “process / chemical / manufacturing” type facility.E. refrigerant / anti freeze chemicals.50 miles – 0.15% accurate. passivation and cleaning (pickling): M. The major equipment (M.80 km from ultimate operating location (typically 500 feet – 1. Material PVC (Sch 80) CPVC (Sch 8) Base Case .25 1.This material uplift is dependent upon size of order.00 Good Productivity (Decent access to the work area.O.• • • Vendor start up assistance. Productivity Adjustments: Adjust indicated man-hour units by the following calibration values or use judgment to determine the appropriate calibration factor: Low Productivity (Difficult / cramped working conditionsscattered areas of work) Average Productivity 1. A 36. equipment prices and man-hours. The following is a listing of various material adjustment values (specific to major equipment) calibrated against carbon steel A 53. Scaffolding requirements / Barricades and safety measures. Freight costs of 3 . These adjustments could be utilized to determine various OOM budget variables between differing material specifications (a word of warning this is reasonable for the material content however the installation / welding activities should separately evaluated.70 2.30 2.B. note these percentages need to be adjusted upwards for any ocean or air freight.S. for large orders use the lower uplift. A 36. Glass Lined C.00 2. Kynar Lined C.75 The following list presents the approximate cost of diverse major equipment commonly used in refineries / chemical plants / process facilities and manufacturing buildings.5% should be added to the equipment values for North American manufactured items shipped to North American locations and the same percentages for European manufactured equipment shipped to European locations.S. A 515 and A 285C.80 2. Polypropylene Lined (Sch 40) 2 Material uplift (Low) 0.00 .Carbon Steel Material cost / LF for 2” Diameter A 53 (refer to above table for material cost) C. welding of stainless steel and other exotic materials may require 10-35% more man hours than the welding / installation of carbon steel piping systems). The following is a listing of various material adjustment values (specific to piping) calibrated against carbon steel A 53.00 1. The list indicates F.40 2.S. A 515 and A 285C. witness testing and operational tests: Commissioning / Validation activities / ND testing. a reasonable amount of repeat work / good working conditions) 0.60 Material uplift (High) 0.70 1.00 1.50 0.60 0. 50 2.S.30 (M) 0.84 (M2) 0.61 kilometer (km) 0.20 6.60 2.80 5.15 1.30 1.75 1.Imperial to Metric Units Unit 25 US Gallons 1 Inch 1 square foot 1 Meter 1 Meter 1 Square yard 1 Cubic foot 1 Foot 1 Yard 1 Mile – 1.35 2.1 Tonne Conversion Factor 94.91 (M) 1.40 hectare (HA) 1.37 inches 0.S.60 1.65 1.50 1. Rubber Lined C.40 3.25 1.760 yards 1 Cubic Yard 10.00 General Conversion Values .60 1.984 (long) ton 3 . PVDF Lined (Sch 40) Aluminum S.54 (cm) 0.50 2.81 Imperial Gallons 2. 316 S.00 4.60 6. Saran Lined (Sch 40) C.S.S.50 1.S.00 4.40 1.40 1.55 liters (L) 0.76 Square Feet: 1 Gallon (Imp.20 1.31 Cubic Yards: 7.70 1.40 3.40 1.0283 m3 0. then divide by 9 0.50 4.20 5.50 3.10 3.) 1 Acre 1 M3 = 10 HP °F to °C 1000 kg .45 1.09 (M2) 3.10 5.S. 304 S.00 2. TFE C.28 Lineal Feet (LF) 39.70 3. S.40 6. 304 L (Sch 10) S. S.80 2.63 L / 20. 316 L (Sch 40) FRP Glass (Solid) Inconel 625 Titanium (Sch 10) Zirconium (Sch 10) Alloy 20 (Sch 10) Monel (Sch 10) Nickle (Sch 10) Hastelloy G Hastelloy B 2. then multiply by 5.C.765 (M3) 1 (M2) 4.40 1.75 4.646 KW Deduct 32. still heater facility. removal of any piping.530 2. conduit and electrical hook-up.1 (A) GENERAL DEMOLITION The following is man-hour data specific to the demolition of crude oil . bushings. consider any modifications or removals of agitators. foundations. E/I systems and insulation. Consider any draining of existing fluids / materials. man-ways. Consider any new nozzles. (B) Refurbished Equipment: Use the following percentage of new major equipment to determine a budget value. impellers.50 – 3.67 A 100-ton crane was utilized for the total duration. temporary supports. brackets. Excludes cranes. E&I.H.15% 4 Comments Consider any new seals. blinds. insulation and jackets. and new motors etc.H.30% Pressure vessels 5% .20% Atmospheric storage tanks / vessels 5% . grouting. packing’s. ladders and walkways. baffles and any internals. Consider the removal of any piping.’ s per Ton Size / Feet Weight / Tons 375 T 375 T 30 T 25 T 25 T 50 T 50 T 15 T 945T 40 x 40 x 25 40 x 40 x 25 160 50 x 40 x 20 135 45 x 15 x 10 45 x 12 x 7 90 Days M. . Type of Major Equipment Rotating Equipment Percentage of new major equipment (Labor and Materials) 5% . there could be additional costs associated with this effort in that the major equipment would most probably be shipped to a refurbishing vendor. new piping. man-ways. Typical range of man-hours to demolish a Refinery / Process Facility 1. Process Equipment H 2 Heater H 3 Heater Stack H 1 Heater Stack H 2A Heater H 3A Heater Stack Total M. cable. supports.50 man-hours / Ton Consider scrap value when estimating this type demolition scope. baffles and internals.’s 15 15 6 5 3 7 4 2 720 720 350 145 115 265 155 60 2. refer to productivity adjustments on page 2 to calibrate installation man-hours. Consider any new nozzles. Consider any new nozzles. grouting. Consider any out of the ordinary transportation trestles. ladders and walkways at new location. Give consideration to any local piping. Consider any new nozzles.25% of new major equipment cost Pressure vessels (A) 3% . E/I items that could be utilized. baffles and any internals. man-ways. Take into account if any new seals. baffles and internals. new piping.20% of new major equipment cost Atmospheric storage tanks / vessels (A) 3% . E/I systems and insulation. removal of any piping. E/I items that could be utilized. new foundations. Give consideration to any local piping. conduit and electrical hook-up. bushings.(C) Relocate Major Equipment: Use the following percentages to determine a budget value: Consider any draining of existing fluids / materials. Consider any out of the ordinary transportation trestles. brackets. refer to productivity adjustments on page 2 to calibrate installation manhours. (D) General / Sundry Manufacturing Related Equipment 5 . Type of Major Equipment Rotating Equipment (A) Transport Costs within continental USA (B) Remove and pack components (A) 3% . Excludes cranes. blinds. E/I items that could be utilized.5% (B) 5% . and new motors at new location that may be required due to the relocation effort. impellers. Give consideration to any local piping. man-ways.70% of the cost of new major equipment could be realized together with savings in time by ordering and delivering this equipment item to the site. Note: It is worthwhile mentioning that in certain circumstances it may be prudent to consider / utilize used / 2nd hand major equipment – savings of as much as 50% .5% (B) 5% . supports.15% of new major equipment cost Comments Consider any out of the ordinary transportation trestles.5% (B) 5% . cable. temporary supports. consider any modifications or removals of agitators at new location. 930 1. equipment rigging and setting.750 351.750 4.600 215. Add 2. Hot Water Heater (Electric) Gallons 50 100 250 500 1. Double Cone Blender / Drum: Specification Cost per CF .Absorption Water Chiller Size / Tons 50 100 250 500 Installation Man-hours 80 96 110 124 $ Equipment Cost 96.87 Excludes installation (allow 3 .800 18.0 $ Equipment Cost 2.56 $73.Low Cost per CF .0 10.0 18.5 HP -2 speed drive $50. Add 5% .00 – 3.5% for integration costs. piping.50.536 863 702 Excludes crane costs and crane operator Agglomeration / Briquette / Compactor Stainless Steel 40 Ton Compactor 10” diameter 25 HP motor with screw feeders and associated equipment $28. stone.10% for labor / construction equipment to install equipment.7% of purchase cost as a budget to install unit). backfill).875 . insulation and painting.High S.$47. instrumentation.500 153.S. for a completely installed system.300 34.5 3.500 10.5 6.000 Installation Man-hours 2.250 • • • • Add 3 % for freight. electrical service. 27 CF / 1 CY with 15 HP / 7. this allows for a foundation (excavation. Multiply Production Equipment by a factor of 2 .000 Cost per Ton 1.5% -7.030 6 Cost per Gallon 55 45 43 37 34 . 969 $2.5 HP hot water pump and plate condenser.Low Cost per SF .05 Excludes installation (allow 3 .High $118.High Cost per M2 Low Cost per M2 High $47 $68 $508 $735 Excludes installation (allow 4 .13 $173.7% of purchase cost as a budget to install unit).5% of purchase cost as a budget to install unit. 2 # screw conveyors.High $5.Tunnel Freezer (Ammonia) 10.Low Cost per LF .625 Excludes installation (allow 4 .Low Cost per CF .High $1.High Cost per M Low Cost per M . Walk .Low Cost per M . Spiral Freezer S. 480 v.7% of purchase cost as a budget to install unit). Plate Filter (Recessed) 15 HP vacuum pump and 7.000 pounds per hour Specification Cost per LF .040 $7.613 $28 per pound production rate $44 per pound production rate 65’ long with compressor. Cost per LF . with 20 HP (NEMA 4) drive. evaporator. to -30 degrees C Excludes installation (allow 3 . with 6 # glass doors: Cost per SF .25 $388.5% of purchase cost as a budget to install unit). S48” wide. 7 . Cost per CF .In Cooler with 2 # evaporators to – 20 C 15’ x 25’ X 10’ high.50 $568. panel: Cost per CF .18 355.58 $10.63 56.5 10 12.36 Excludes installation (allow 4 .High $1.000 4.7% of purchase cost as a budget to install unit).245 $10.080 $15.Low Cost per CF .21 $2.000 80.738 $14.20 $4.500 25/30 40 50 Equipment Approximate No of Cost Cost in $’s Weight in pieces per pounds Ton 194.980 40.000 6/8 6/8 6/8 Installatio n Manhours’ $98 $62 $43 Screw Conveyor Diameter HP $ Cost per LF $ Cost per M 4” 6” 9” 12” 5.488 $20.18 67.43 5 – 7% of Conveyor purchase cost should provide an adequate installation budget for setting conveyor.37 184. Crusher – (Impact) Production Rate in Tons per Day HP 2.500 / 232.5 44.Freezer – Bally Box.000 / 464.90 2.28 222.36 146.0 7.270 322. complete with 7.8% of purchase cost as a budget to install unit). frames and final alignment.565 249.5 HP condenser and control.35 5.000 7.08 $6.50 1.15 20 24 32 46 Excludes installation (allow 5 . 8 240 340 440 .70 $7.000 / 92.000 60.73 108. includes drives. Dust Collector / Cartridge Filter Unit Surface Area of Filter in SF / M2 Equipment Cost Cost per SF Installation Man-Hours 500 / 46. 0 25.0 7.867 3.20 0.623 8.0 10.977 6.0 1.948 4. Communintors: (Solids / Liquids): Inlet / Gallons $ Outlet per Day Equipment Diameter Cost $ 4” 6” 8” 70.60 1.628 6.5 5.0 1.484 9.5 4/6 4/6 4/6 16 20 24 57 42 36 .234 4.Bin Activator (CS): Diameter HP $ Material Cost Installation Man-Hours 24” 30” 36” 42” 48” 1.250 $10. with 15 HP variable speed drive: Cost per LF Low Cost per LF High Cost per M Low Cost per M High $3.00 2.000 180.40 1.679 $17.977 30 50 70 140 250 Installation Man-Hours Number of items Installation Man-Hours per SFCM 4 6 8 12 16 4/6 4/6 4/6 4/6 4/6 4.5 2.220 5 – 7% of Screw purchase cost should provide an adequate installation budget for setting screw press.000 120.720 7.000 3.5 / 5.363 9 HP # of items Installation Man-Hours Cost per Gallon $ 0.64 Horizontal Screw Press 12” diameter. frames and final alignment.5 / 5.5 1.255 $5.5 2. includes drives.5 5.70 for Stainless Steel 304 Air Dryer – Desiccant: Capacity $ Approximate SFCM Equipment Weight in Cost in $ pounds 1.0 2.0 2.363 2.534 10 12 14 18 28 Multiply by 1.838 2. leveling.3 million to install Cost to power aver home wind = $40 .0 – 10.000 per Kilowatt (2) ACTIVATOR / BIN . setting. conduit and electrical hook-up.S.175 $8.S.E. Installation man-hours include unloading.578 $44.0 $5. temporary warehousing.$666 ditto 10 . grouting.991 $21. foundations. Cu Yards / M3 Material M. M.80 km.751 6 10 16 44 • • Cost per Cu Yard Cost per M3 $167 .5 – 2.E.000 .50 miles – 0. Excludes cranes.P. (C) H. lifting into position. supports.$2.$179 $219 . cooling liquids. $ / H. unpacking.126 BIN / STORAGE HOPPER VERTICAL C.5 2.$6. cable.$60K rule of thumb turbines under 100 KW cost $4.5 – 5. The man-hour installation units exclude initial chemical charging.5 .’ s 25 / 19 50 / 38 100 / 76 250 / 190 $4.0 5. identification / Stenciling & subsequent tagging. site transportation n/e 0. brackets.S. setting holding down bolts.062 8 18 26 475 201 122 • • Cost per Cubic Yard $128 – $499 (excluding labor installation) Cost per M3 $169 .HOPPER DISCHARGER / BINS (A) BIN CONED BOTTOM C.Wind Turbines Commercial scale wind turbines 1. aligning.515 Cubic Yards / M3 Cost Installation Man-hours $ Cost per Cubic Yard 20 / 15 100 / 76 250 / 190 $9.3 MW cost $$1. A.751 $17. 0.P. refer to productivity adjustments on page 2 to calibrate installation man-hours.$235 (B) BIN DISCHARGER C.497 $2. passivation and cleaning (pickling) and M.2.H. refrigerant / anti freeze chemicals.919 $2. and system check out. piping.6 .139 $32. Excludes cranes.0 – 25.hookup materials $3.500 . piping. $ / H.$1.hookup materials $2. setting. 11 . refrigerant / anti freeze chemicals.28 hours to install 25 HP Material Cost $30. and system check out. brackets.0 25.606 .Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) Add Installation Man-hours (3) AERATORS (A) • • • • AERATOR SURFACE 10 HP Material Cost $14.0 50.0 – 10.hookup materials $1. grouting.50 miles – 0. temporary warehousing.E. site transportation 0.38 hours to install 50 HP Material Cost $43. M.461 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (B) AIR ENTRAINMENT RING AND AERATOR TOGETHER WITH TOP ENTRY PROPELLER TYPE AGITATOR: H.214 . passivation and cleaning (pickling) and M. supports. 5. cooling liquids.0 – 50. leveling. identification / Stenciling & subsequent tagging.500 . lifting into position.P. The man-hour installation units exclude initial chemical charging.0 – 100.500 . unpacking. conduit and electrical hook-up. aligning.E.0 10. foundations. cable.229 .44 hours to install Cost per HP $864 .300 $809 $638 $605 (4) AGITATORS / BLENDER / MIXERS / EMULSIFIER (A) AGITATOR: Installation man-hours include unloading.0 $1.P. setting holding down bolts. refer to productivity adjustments on page 2 to calibrate installation man-hours.80 km. Propeller Turbine (C) Agitator / Mixer.366 per HP 12 .5 5 10 15 20 25 50 Horsepower (B) Material / Equipment Budget Cost: $1.258 / per H.5 – 5 HP = $6. $4.P.A285 .874 .$5.055 28.$6.287 / per H.010 38 52 62 82 202 198 191 187 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) Add installation man-hours (D) Agitator 316 L – 1.$5.$2.AGITATORS 120 100 Man Hours 80 Top Entry 60 Side Entry Bottom Entry 40 20 0 2.020 9.P.331 .800 RPM • • 2.022 .689 per HP 10 – 15 HP = $4.883 19.P. less installation manhours 10 50 100 150 2.494 .1.800 RPM HP $ Cost of Equipment Installation Man-hours $ Cost per H. 0 AGITATOR: Top Mounted Entry C. Excludes cranes. setting.80 (6 / 8) 250 / 8.8 7. lifting into position.76 (6 / 8) 50 / 2. brackets. per M3 32 36 48 60 72 88 120 140 12.8 213 120 63 39 34 31 19.E.E. Installation man-hours include unloading.241 $16. supports. piping.00 / 1. temporary warehousing. site transportation n/e 0.8 3.0 50. conduit and electrical hook-up. and system check out.0 25.866 22 28 36 42 4. leveling.10 (6 / 8) 100 / 3.8 2. cable.43 2.10 (6 / 8) 270 / 10.6 18.0 35. piping.5 10.00 / 7. identification / Stenciling & subsequent tagging.4 2. setting.5 5.0 15.H. grouting.40 / 0. aligning.60 (8 / 10) (F) H.52 3.00 / 0. leveling.Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (E) AGITATOR / MIXER / BLENDER – ROTATING TYPE: Installation man-hours include unloading.50 miles – 0. INSTALLATION MAN-HOURS ROTATING MIXER M.00 / 6.70 / 2.75 / 2. refrigerant / anti freeze chemicals. site transportation n/e 0.20 / 0.P.545 $10. conduit and electrical hook-up. aligning.642 $13. Excludes cranes. VOLUME CUBIC FEET / CUBIC YARD / M3 # OF MAJOR PIECES 5 / 0.4 6.S. HP Material INSTALLATION MAN-HOURS M.50 miles – 0.15 (4 / 6) 10 / 0.4 1. M.H.0 4. cable.52 (6 / 8) 75 / 2. setting holding down bolts. foundations. per HP M. refer to productivity adjustments on page 2 to calibrate installation man-hours. per HP 5 10 15 25 $7. unpacking. and system check out. grouting. foundations.4 2. brackets.0 7. setting holding down bolts. lifting into position. supports. The man-hour installation units exclude initial chemical charging.H. temporary warehousing.2 6. cooling liquids.80 km.80 km.7 13 . passivation and cleaning (pickling) and M.30 (4 / 6) 25 / 1. refer to productivity adjustments on page 2 to calibrate installation man-hours. unpacking. 887 $15. temporary warehousing. setting holding down bolts.6 2.681 $20. per HP 5 10 15 25 $10.9 AGITATOR Top Mounted Entry Monel: Installation man-hours include unloading. and system check out. conduit and electrical hook-up. piping. foundations.6 1. brackets. site transportation n/e 0. conduit and electrical hook-up. brackets.943 $4.80 km.8 3.50 miles – 0.181 24 35 39 51 4.H. HP $ Material INSTALLATION MAN-HOURS M. temporary warehousing. grouting. 304.0 2.426 22 30 39 48 4. setting. and system check out.572 $19. site transportation n/e 0. Excludes cranes. grouting. piping. per HP 5 10 15 25 $9. unpacking. foundations.$4.985 B C D E F G 14 $2.135 $12. cable.5 2.500 . HP Material INSTALLATION MAN-HOURS M.50 miles – 0. aligning. supports.0 AIR CONDITIONING PER TON BUDGET PRICING Includes labor / material (ductwork & controls) Ref TYPE OF AIR CONDITIONING $ COST PER TON A Accumulation / multi-zone heating & cooling Cooling unit(s) rooftop mounted Air cool steam or hot water coil (packaged) Rooftop mounted heating & cooling multi-zone Ditto with electric baseboard heating Ditto with hot water baseboard heating 2 Pipe FCU $1.836 $15. setting holding down bolts.500 .121 $26.80 km. aligning. refer to productivity adjustments on page 2 to calibrate installation man-hours. leveling.329 $3.195 $3. lifting into position. Excludes cranes. supports.(G) (H) (5) AGITATOR Top Mounted Entry S. Installation man-hours include unloading.4 3. leveling. cable. setting.S. lifting into position.673 $6. refer to productivity adjustments on page 2 to calibrate installation man-hours.489 $3.H. unpacking. 000 CFM 15 – 20 HP $26.67 .550 $1.550 $ / SF $12.70 .5 HP $4.75 Axial Fan / Vane (with adjustable pitch) • • • • 5.6 hours to install 10.83 $288.500 SF Mixed use facility Offices / Apartments / Hotel on 7 floors System SF M2 2 Pipe FCU system 244.30 $11.$853 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (S) • • • • • • Air Conditioner (D-X) Roof Mounted Unit (excludes hook materials) 5 Ton $6.500 4 Pipe FCU system 244.494 – 22 hours to install 50 Ton $50.000 CFM 2.344 Man hours per ton 0.$49.750 .$22.$7.26 .$5.720 – 8 hours to install 10 Ton $13.H I J K L M N O P 4 Pipe FCU Refrigeration compressor heating & cooling Ditto absorption / combination unit Chilled water (Refrigeration Absorption) Air Conditioning (Low – High range per ton) Air Conditioning (HVAC) cost per Admin offices Industrial Bldg / Factory Hospital Research Lab (non classified) $3.30 $22.985 .000 CFM 5 HP $12.60 15 .142 – 16 hours to install 25 Ton $27.000 CFM $519 .87 .962 – 30 hours to install Cost per Ton $1.358 $7.149 .723 M2 SF 22.15 $270.000 $5.60 – 1.50 $7.60 (Q) Air Conditioning Cost Comparison: 2 Pipe Fan Coil Unit system V's 4 Pipe Fan Coil Unit system Cost Model 244.8 hours to install 25.602 $6.644 .500 (R) SF 22.000 CFM 10 HP $21.$ 11.955 – 14 hours to install 20 Ton $21.247 .378 – 14 hours to install 50.019 .$22.619 – 11 hours to install 15 Ton $17.90 $26.28 hours to install 1.$1.723 M2 $ SF $ M2 Cost Cost $25. 500 CFM Material $5.4 hours to install $150 hookup material 500 CFM Material $1.6 hours to install $150 hookup material 2.633 .6 hours to install $150 hookup material 2.000 CFM Material $2.8 hours to install $250 hookup material 5.8 hours to install $250 hookup material 5.000 CFM Material $2.8 hours to install $250 hookup material Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (W) • • • • Ditto Vertical – heating / cooling (4 pipe systems) 250 CFM Material $1.6 hours to install $150 hookup material 2.389 .179 .5 hours to install $150 hookup material 1.000 CFM Material $2.481 .Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (T) • • • • • Fan Horizontal Coil Unit with Hydronic Heating – cooling (2-pipe system) 250 CFM Material $888 .4 hours to install $150 hookup material 500 CFM Material $1.376 .038 .471 -12 hours to install $250 hookup material Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (V) • • • • • Ditto Vertical – heating / cooling (2 pipe systems) 250 CFM Material $1.119 -12 hours to install $250 hookup material Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (U) • • • • • Fan Horizontal Coil Unit with Hydronic Heating – cooling (4-pipe system) 250 CFM Material $1.118 .500 CFM Material $5.000 CFM Material $2.284 .000 CFM Material $9.6 hours to install $150 hookup material 2.4 hours to install $150 hookup material 500 CFM Material $1.880 .649 .500 CFM Material $7.5 hours to install $150 hookup material 1.500 CFM Material $5.5 hours to install $150 hookup material 1.066 .344 .8 hours to install $250 hookup material 16 .298 .8 hours to install $250 hookup material 5.4 hours to install $150 hookup material 500 CFM Material $1.000 CFM Material $9.5 hours to install $150 hookup material 1.000 CFM Material $10.536 .366 .066 . P.50 ton 9 ton 15 ton 18 40. C.441 – 16 hours to install 25 Ton $27.60 – 1.301 87.729 – 14 hours to install 20 Ton $21.982 .50 15 15/20 5.801 per ton 17 . 8.010 – 30 hours to install • • • (Y) Cost per Ton $1. H.995 .864 .60 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) Air Coolers.• 5.$3.389 per Ton FCU 4 pipe boiler / chiller 10 – 250 Ton $3.505 -12 hours to install $250 hookup material Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (X) • • • • • • Air Conditioner (D-X) Roof Mounted Unit (excludes hook materials) 5 Ton $6.000 2.016 Multi-zone Rooftop H/C including dampers and controls10 – 100 ton $1.754 54.$1. (excl installation) 82 55 40 35 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (Z) • • • • • • • • • Miscellaneous Costs: Self contained Thu wall units cooling only.099 .578 per Ton FCU Floor or ceiling mounted units 1 ton $499 2.662 – 8 hours to install 10 Ton $13. A 515 S.797 – 11 hours to install 15 Ton $17.118 5 ton $2.5 ton $1.560 . S.5 7. Thru wall units 0. Shipping weight $ Equipment Cost Installation man-hours 500 1.409 154 182 210 254 $ Cost per H.468 – 22 hours to install 50 Ton $55.218 per Ton Roof top gas fired multi-zone 1 – 50 Ton $3.000 BTU’s 120 volt $310 plus 2.$3.000 CFM Material $10.P.000 2.540 79.5 Ton with electric heat $2.959 per Ton FCU 2 pipe boiler / chiller 10 – 250 Ton $3.580 .F.$1.334 Man hours per ton 0.5 hours to install.5 – 2.500 2.$4.$4. 150 37. site transportation n/e 0.10 33.5 5 10 25 22 34 42 64 125 22 13. unpacking. refrigerant / anti freeze chemicals. conduit and electrical hook-up. passivation and cleaning (pickling) and M. refer to productivity adjustments on page 2 to calibrate installation man-hours. The man-hour installation units exclude initial chemical charging. foundations. cable.612 14 hours Ditto 15 kw $1. setting holding down bolts.580 1. M. grouting. lifting into position. supports.026 1.268 18 hours Ditto 25 kw $2.• • • • • • Reheat Coils (Electrical) 5 kw material = $1.4 6.700 2.000 60.963.20 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) Add installation man-hours 18 . aligning. and system check out. C S A 285C CFM $ Equipment Cost Installation man-hours Cost per CFM 5. brackets.80 km.416 428 1.0 Air Dryer.H.50 miles – 0.239 584. leveling.000 195. CAPACITY / TONS MAN HOURS M.000 45.4 5.476 22 hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (6) AIR DRYERS: (A) (B) AIR DRYERS: Installation man-hours include unloading.30 31.20 37.E.624 1.E. piping.265 installation 3. setting.000 15.5 hours Ditto 10 kw $1.6 8.405 18 hours Ditto 50 kw $3. Excludes cranes. identification / stenciling & subsequent tagging.775 16 hours Ditto 20 kw $2. per HP 1 2. cooling liquids. temporary warehousing.573. foundations.013 0. temporary warehousing. Ditto (3) Exhaust Fans $1.84 .$40 CFM. piping.581 $74. Installation man-hours exclude installation of packing’s.H. supports. per pound 75.468 $273. Ditto BALL MILLS (A) (9) AIR HANDLERS: includes coils.174 $148.$3. cable.50 miles – 0.$4.57 per CFM. controls. grouting. BALL MILL: Installation man-hours include unloading.$6.500 – 6. (1) Air Handlers $2.000 10.H.20 3. refer to productivity adjustments on page 2 to calibrate installation man-hours. $27 .011 (B) (8) CONCEPTUAL ESTIMATING for budgeting Air handling type equipment.14 BAGHOUSE 19 .’ s M. lifting into position. Ditto (5) Dust Collectors (6) Cyclone Dust Collector 14 – 16 man-hours / per ton to install (7) Bag Filter / Electrostatic unit 26 – 31 / man-hours per ton to install $27 .63 .H.000 100.47 per CFM. setting.797 42 94 174 314 4. and system check out. internals. site transportation n/e 0. brackets.80 km. etc.’ s M. dampers.775 14. Tons / Hour Equipment Cost Installation M. Ditto (4) Housekeeping vacuum system. aligning.62 per CFM (Equipment Only) (2) Fans & Blowers $2.76 3.590 138 164 0. unpacking.500 – 4.H. and brackets and any special testing / inspection if required.’ s per Ton 10 25 50 100 $30.21 . Excludes cranes.(7) AIR HANDLER UNITS: (A) CFM Weight in Pounds / KG M. leveling. conduit and electrical hook-up.$41 CFM.48 3. setting holding down bolts. piping. H.8 DIRECT DRIVE (M. supports. cable.000 50. holding brackets and fuel pump: Excludes cranes. Capacity / CFM Material # of shipping pieces ManHours $ Cost per CFM 1.366 $107. supports. Includes thermostat. setting.85 FANS & BLOWERS CENTRIFUGAL (PACKAGED-SKID MOUNTED / INDUSTRIAL APPLICATION) Installation man-hours include unloading.000 $33. transportation n/e 0.S. leveling.0 0.80 km.403 $130. temporary warehousing. foundations. packings.50 miles – 0. grouting. supports. brackets. brackets.80 km.89 $19.02 $4.72 $4. piping. ’s) 1. unpacking.30 $2.890 $47.000 10.40 0.500 5. 10 15 20 (B) BELT DRIVE (M. setting holding down bolts.163 $94. leveling. and system check out.6 1.000 20.60 $8. refer to productivity adjustments on page 2 to calibrate installation man-hours. aligning. leveling. setting. refer to productivity adjustments on page 2 to calibrate installation man-hours.976 $80. foundations.50 miles – 0. H. piping. fixing / adjustment of inlet vane 20 . lifting into position. setting holding down bolts. aligning and calibrating equipment and system check out. unpacking. H.000 25.06 $12. setting.000 2. Installation man-hours exclude installation of trays.778 8/12 8/12 8/12 8/12 8/12 8/12 8/12 20 32 42 56 120 140 156 $33. internals brackets and any special testing / inspection if required. Includes thermostat. grouting. ’s) 1.P. aligning. Installation man-hours include unloading. lifting into position.50 miles – 0. unpacking.62 BLOWERS / FANS (A) BLOWERS (SKID MOUNTED): Installation man-hours include unloading. brackets. Excludes cranes. site transportation n/e 0.80 km. cable.75 1. site transportation n/e 0. setting holding down bolts. grouting.(A) (10) BAGHOUSE: C. lifting into position. and system check out. conduit and electrical hook-up. foundations.649 $62. conduit and electrical hook-up. holding brackets and fuel pump: Excludes cranes. temporary warehousing. holding brackets and fuel pump: Excludes cranes.M. grouting.400 1.000 / 2.550 2. brackets.000 / 7. refer to productivity adjustments on page 2 to calibrate installation man-hours.45 150 .000 / 4. setting.000 3.500 / 42 2.180 600 .68 200 . lifting into position.000 /141 10.1. Volume C. site transportation n/e 0. conduit and electrical hook-up: Typically is shipped in 6 / 9 major pieces. foundations.50 miles – 0. Approximate Weight LBS / KG Man hours 1.000 50. setting holding down bolts.48 0.000 100. passivation and cleaning (pickling) and M.80 km. aligning. temporary warehousing.680 2.000 . The man-hour installation units exclude initial chemical charging.120 100.E.64 0. Volume Cubic Feet 1. identification / Stenciling & subsequent tagging.145 560 .90 250 .820 6.240 250.’ s per CFM 1.000 / 707 50.000 / 424 25.275 900 .100 .48 0.F.000 . conduit and electrical hook-up.000 10.827 150.66 2. leveling.500 . electrical motors.controls systems. Includes thermostat.200 .2.00 2.000 . cable.000 / 56 3.410 1. and system check out.48 0. supports. belts.000 150.000 70 .068 100 .20 0.38 (C) BLOWERS & FANS: Centrifugal: Installation man-hours include unloading. M.85 315 .000 / 1. piping. refer to productivity adjustments on page 2 to calibrate installation man-hours. cooling liquids.E.000 / 85 5.955 3.000 / 2.000 25.000’s / M3 Approximate Weight Pounds / KG Number of major Pieces Installation Man hours M.32 185 .730 3/5 3/5 3/5 3/5 3/5 3/5 3/5 3/5 5 / 10 5 / 10 5 / 10 5 / 10 4 6 8 10 12 14 16 24 36 48 72 96 2.365 4 8 12 24 44 72 96 138 21 . refrigerant / anti freeze chemicals.000 75.000 5.93 0.00 1.000 .1.210 .255 880 .1.1.H. unpacking.48 0.414 75.66 3.000 / 283 15.115 400 . cable.365 4. setting.$284.E.000 .8 5. supports. refrigerant / anti freeze chemicals. Refer to item above for items included in installation man-hours. leveling.680 (ditto) 120 2. grouting. lifting into position. holding brackets and fuel pump: Excludes cranes.200 – 1. brackets.610 $212. grouting. Excludes cranes.80 km. and system check out. foundations. aligning.500 (35/50 HP) 1.000 (ditto) 170 2.(D) (11) FANS CENTRIFUGAL VENTURI TYPE: Installation man-hours include unloading. cable. / Equipment Cost 25 CF 50 CF (12) $113. temporary warehousing.1 1.H. cooling liquids. conduit and electrical hook-up.355 (ditto) 62 3. refer to productivity adjustments on page 2 to calibrate installation man-hours. Includes thermostat. supports.000 (75/100 HP) 3. aligning.550 BOILERS: (A) BOILER: Installation man-hours include unloading.160 (ditto) 28 3.68 (3/5 pieces) 14 2. M.7 500 (10/15 HP) 570 .M. foundations.000 – 1. setting holding down bolts. VOLUME C.520 . temporary warehousing. leveling. and system check out.260 (ditto) 46 3. refer to productivity adjustments on page 2 to calibrate installation man-hours. PER MINUTE WEIGHT IN POUNDS / KG MAN-HOURS M. passivation and 22 . piping. lifting into position. unpacking. setting holding down bolts. site transportation n/e 0.5 HP) 350 . piping.80 km. site transportation n/e 0. cable. unpacking. The man-hour installation units exclude initial chemical charging.4 2.000 (50/75 HP) 2.000 (25/35 HP) 1.365 (ditto) 220 2. conduit and electrical hook-up.$155.5 BLENDERS (A) Blender O.50 miles – 0.8 250 (7. setting.7 750 (15/25 HP) 780 . per HP 100 (5 HP) 150 .F.7 10.500 .455 (ditto) 74 2. brackets.50 miles – 0.400 .O. piping.112 BOILER Gas Fired Cast Iron (Commercial): 23 .24 0.H. foundations. Refer to item above for items included in installation man-hours. (B) BOILER: Installation man-hours include unloading.46 BOILERS ELECTRIC . leveling. conduit and electrical hook-up. temporary warehousing. supports.80 km. Refer to item above for items included in installation man-hours.50 miles – 0.84 2.13 0. Weight in Tons Man-Hours per Ton 1 – 10 10 – 20 20 – 40 (C) (D) 5. refer to productivity adjustments on page 2 to calibrate installation man-hours. brackets. site transportation n/e 0. grouting. Excludes cranes.12 0. identification / stenciling & subsequent tagging.HYDRONIC TYPE: Installation man-hours include unloading.5 6 6 10 12 16 19 0.12 0. setting. unpacking. setting. cable. setting holding down bolts.45 0. leveling. Excludes cranes. foundations. conduit and electrical hook-up. grouting. site transportation n/e 0. and system check out. brackets. unpacking.22 3. temporary warehousing. lifting into position.cleaning (pickling) and M.115 M. lifting into position. Production MBT’ s per Hour / KW # of pieces Installation Man hours Man hours Per MBT’ s per Hour / KW 10 / (5/10) 25 / 6 ditto 50 / 12 ditto 75 / 24 ditto 100 / 24 ditto 125 / 36 ditto 150 / 48 ditto 4.E.50 miles – 0. refer to productivity adjustments on page 2 to calibrate installation man-hours. cable. and system check out. aligning. aligning. piping.’S per pound of steam produced.80 km.085 – 0.12 0. supports. 0. 140 9. site transportation n/e 0. Installation cost includes boiler. temporary warehousing.007 30 .750 6.008 .25 580 4.H.25 830 5. refractory work / fire brickwork. setting holding down bolts. conduit and electrical hook-up. and system check out.200 2. controls.350 1.50 60* .590 12. piping. for height’s over 120’ add 15% to man hour units indicated below.40 2. cable. per Pound 150 250 500 1. setting. per Diameter Thickness Per 10 L. conduit and electrical hook-up: * Includes gussets and stiffeners Flue Wall Weight Man-hours M.25 630 5.990 16. temporary warehousing. setting holding down bolts. supports.880 19. unpacking. piping.37 1.Installation man-hours include unloading.50 48 .008 .25 1. unpacking. Per 10 Foot Pound Inches Inches Pounds Section 12 . brackets. grouting.50 36 . foundations. vent chimney and electrical hook-up.000 5/8 Ditto Ditto Ditto Ditto 1.007 24 . grouting.007 . Typical heights of boiler chimney’s range from 30’ to 120’. piping.008 .007 18 . supports.20 380 3.50 24 . man hour units include installing steel guying / wire and guying connections. and system check out.H. lifting into position.700 2. brackets.50 miles – 0. fittings and valves.50 .00 .50 72* .40 1.570 18 24 32 48 72 . refer to productivity adjustments on page 2 to calibrate installation man-hours. leveling. Excludes cranes. site transportation n/e 0.00 . aligning.80 km. cable.F. insulation.007 (E) BOILER FLUE / VENT / CHIMNEY / CS (A 36 / A285): Installation man-hours include unloading. setting.008 .25 940 8. foundations.80 km.00 42 . aligning. Excludes cranes.014 . MBH / NET IBR # OF PIECES WEIGHT POUNDS MANHOURS M. 100 / 150 foot of 1”/ 2” local C.012 .S. leveling.350 10.006 .008 .50 miles – 0. lifting into position.013 . Cast iron gas fired boilers consist of automatic gas valve.011 .000 lb) 10+ 2. cable. Boilers are complete package units including an automatic temperature control system. low water cut-off device. fail safe type pilot light (igniters). cooling liquids.000 (7. conduit and electrical hook-up. refractory work.H. electrically they are factory wired for hook-up / connection to 240 volt power supply.011 25 . setting holding down bolts. refrigerant / anti freeze chemicals.4 9.3 BOILERS GAS FIRED: Installation man-hours include unloading.H.E.’ s per Pound 500 (4.700 / 9.012 .(F) GUYED STACKS TONS M. setting.3 8.012 .000 (13.600 / 7. piping. foundations.600 lb) 5/9 750 (6.80 km. drain valve. grouting.50 miles – 0. manual shut-off valve / safety valve. Excludes cranes. gauge / site glass. refer to productivity adjustments on page 2 to calibrate installation man-hours.E. temporary warehousing. Thousand BTU’ s Per hour / weight # of pieces Installation Man-hours M. leveling.500 (10. site transportation n/e 0.1 6. aligning. and system check out. steam pressure gauge and other minor miscellaneous trim. lifting into position. The man-hour installation units exclude initial chemical charging. supports.012 .’S PER TON 1 – 10 10 – 20 20 – 40 40 – 60 (G) 12.500 + lb) 10+ 54 66 84 100 114 148 . identification / stenciling & subsequent tagging.650 lb) 5/9 600 (5. M. brackets. unpacking.500 lb) 10+ 1.000 lb) 10+ 1.012 . passivation and cleaning (pickling) and M. (H-1.2 & 3) CAST IRON BOILER SECTIONAL UNITS: CAST IRON BOILERS HEAVY OIL FIRED 120 100 80 60 40 20 0 50 100 250 H or se po we r CAST IRON BOILERS GAS OR OIL FIRED 140 120 100 80 60 40 20 0 50 100 H o r se p owe r 26 250 . CAST IRON BOILERS LIGHT OIL FIRED 120 100 Man Hours 80 60 40 20 0 50 100 250 Horsepow er (I) Re boiler / Kettle: (150 PSIG, Tube Material C. S. A 515, Shell Material C. S. A 285C, Design Temperature 600 Deg F): S. F. / M2 Transfer Area Shipping $ Cost of weigh in Equipment tons 500 / 46.46 1,000 / 93 2,500 / 232 5,000 / 465 1.75 4 8.5 15 Installation man-hours $ Cost per S.F. 18 37 45 54 34 33 20.31 16.00 16,842 32,687 50,768 80,010 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) Add installation man-hours (J) Package Boiler, C S A 285C, and 250 PSIG Pounds per hour Shipping weigh in tons $ Cost of Equipment Installation man-hours $ Cost per pound. 5,000 10,000 8.5 18 58,601 110,145 164 314 11.72 11.01 27 100,000 500,000 57 145 370,262 1,470,672 788 1,150 3.70 2.94 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) Add installation man-hours (13) Box Heater (A) Box Type Heater Cabin CS / 300 PSI: Cost per 1 Million BTU’s $29,647 - $35,322 (14) BREAKERS (IMPACT) (A). BREAKERS: Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Excludes cranes, foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up: Typically is shipped to site in 3 / 5 major pieces, refer to productivity adjustments on page 2 to calibrate installation man-hours. The man-hour installation units exclude initial chemical charging, cooling liquids, refrigerant / anti freeze chemicals, M.E. passivation and cleaning (pickling) and M.E. identification / stenciling & subsequent tagging. (B) H.P. APPROX WEIGHT/ LBS - KG # OF PIECES M.H.’ s M.H’ s per HP 25 50 75 100 3,400 – 1,545 7,100 – 3,225 8,900 – 4,045 12,300 – 5,590 3/5 3/5 3/5 3/5 21 31 42 54 0.84 0.62 0.56 0.54 Breaker / Impact Hammer – Crusher 250 / 300 HP A – 515 CS • • • Cost per pound $4.12 - $5.57 Cost per Kg $9.08 - $12.23 Cost per HP $950 - $1,226 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) 28 (15) CENTRIFUGE: (A) CENTRIFUGE / EXTRACTORS CENTRIFUGAL (CONSTANT) TYPE (c / w controls): Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Includes thermostat, holding brackets and fuel pump: Excludes cranes, foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. (B) Volume G.P.M. (Approx weight in pounds) # of pieces Installation Man hours M.H.’ s per Pound 5 (2,450) ditto 98 .04 10 (3,570) ditto 142 .04 25 (7,700) ditto 302 50 (8,650) ditto 342 75 (10,000) ditto 462 100 (11,500+) ditto 628 250 (30,000+) ditto 1,200 .04 .04 .04 .04 .04 Centrifugal Air Compressors- with motor • • • 5,000 CFM 10,000 CFM 25,000 CFM $ 331,065 $ 549,570 $ 1,003,485 420 M.H.’ s 710 M.H.’ s 1,334 M.H.’ s Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (C) Centrifugal Pump, C S API 100 Deg F, 1,800 Motor • • 100 GPM 3,000 GPM $ 5,145 $ 63,683 18 M.H.’ s 32 M.H.’ s Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) 29 If pumps and motor are skid mounted multiply above units by 0.85. Cost range is $21 - $51 per GPM (D) Centrifugal Compressor C.S. – 100 PSI • • • • • • 25 HP $51,492 – $ 2,060 / HP - 38 hours to install 50 HP $55,508 – $ 1,110 / HP - 44 hours to install 100 HP $61,572 – $ 616 / HP - 54 hours to install 250 HP $91,361 – $ 365 / HP - 74 hours to install 500 HP $142,238 – $ 284 / HP - 106 hours to install 1,000 HP $248,640 – $ 249 / HP - 184 hours to install Cost range is $249 - $2,060 per HP Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (16) CHILLER: (A) ABSORPTION WATER CHILLERS: Installation man-hours includes unloading, unpacking, transport from temporary site warehouse to final location n/e 0.50 miles – 0.80 km, installation on base, adjusting drive alignment, calibrating and system check out. Man-hours exclude cranes, foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation manhours. The man-hour installation units exclude initial chemical charging, cooling liquids, refrigerant / anti freeze chemicals, M.E. passivation and cleaning (pickling) and M.E. identification / stenciling & subsequent tagging. Ratings Ton 25 50 100 250 (B) $ Equipment Cost $17,650 $33,700 $39,850 $93,550 Installation Man-hours 30 38 46 108 CHILLERS, PACKAGED WATER HOTWATER OR STEAM TYPE: Includes installation of motor and drives, controls: Excludes crane rental, foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hookup, refer to productivity adjustments on page 2 to calibrate installation man-hours. TONS 100 $ COST / EQUIPT. 116,802 30 Man-Hours per Ton 3.2 150 200 250 500 1,000 2,500 152,276 171,607 186,375 274,103 434,018 595,035 2.6 2.33 2.14 1.45 0.95 0.55 Cost range $238 - $1,168 per ton (C) CHLLER – Water Cooled 200 Ton with condensers and compressor R-22 Refrigeration: 460v with PLC $150 - $210 per ton: • • • • Add 3 % for freight. Add 5% - 10% for labor / construction equipment to install equipment. Multiply Production Equipment by a factor of 2 .00 – 3.50, for a completely installed system, this allows for a foundation (excavation, stone, backfill), equipment rigging and setting, piping, electrical service, instrumentation, insulation and painting. Add 2.5% -7.5% for integration costs. (18) CHLORINATION INJECTION EQUIPMENT / WATER TREATMENT (A) CHLORINATION TREATMENT EQUIPMENT: Installation manhours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Excludes foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. Description Hockey puck dispenser 25,000 gallon unit Wall mounted up to 1,000 – 5,000 lbs/day Floor mounted up to 1,000 – 5,000lbs/day Chemical injection unit (calcium) 500 pound per day (19) CLARIFIER: 31 Man-Hours 3-6 12 10 4 - 12 (A) (20) ROTATING SCREEN TYPE 1,800 RPM: Includes installation of motor and drives, controls: Excludes crane rental, foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. Diameter H.P Number of Pieces Pounds $ Equipment Cost M.H.’ s to install 12” 18” 24” 30” 2.5 2.5 5 5 4/6 4/6 4/6 4/6 250 550 1,050 1,450 23,058 30,896 36,398 44,935 11 17 27 35 COILS: (A) COILS: Steam / Water Remarks: man-hours include chiller condenser, compressor, motor, heat exchanger and essential controls. Man-hours exclude crane rental, foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. Area SF Weights pounds # of items Man-Hours M.H. per pound 2 100 4/8 4 0.04 4 225 4/8 6 0.03 6 370 6/10 12 0.03 8 480 6 10 15 0.03 10 570 6/10 18 0.03 12 660 6/10 21 0.03 32 (21) COMMINUTORS (A) COMMINUTORS: Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Excludes foundations, setting holding down bolts, grouting, cranes, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. H.P. G.P.M Weight (pounds - kg) Man-hours M.H. per HP 2.5 5 10 5,000 7,000 15,500 1,150 - 525 2,550 – 1,160 4,900 – 2,230 23 37 52 9.2 7.4 5.2 (22) COMPRESSOR: (A) COMPRESSOR MULTI STAGE CENTRIFUGAL / RECIPROCATING: Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km unpacking, lifting into position, setting, leveling, aligning, and system check out. Includes installation of motor and drives, controls: Excludes lifting equipment / cranes etc., foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation manhours. H.P. 500 1,000 (B) CENTRIFUGAL 0.33 / M.H.’S PER H.P. 0.30 / M.H.’S PER H.P. RECIPROCATING 0.37 / M.H.’S PER H.P. 0.35 / M.H.’S PER H.P. Reciprocating Compressor, 1 stage, 100 PSIG CFM H.P. Shipping weight in Tons $ Equipment Cost Installation man-hours $ Cost per CFM 100 250 500 1,000 20 / 25 25 / 40 75 / 100 150 / 200 1 2.25 3.50 5.25 26,350 45,029 87,649 123,921 32 38 66 88 263 180 175 124 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) 33 (23) COMPUTER ROOM: (A) (24) COMPUTER ROOM HYDRONIC HEAT AIR COOLED CONDENSER: Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Includes valves / regulators, filters and controls: Excludes cranes, foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. TONS EQUIPMENT COST in $’s INSTALLATION M.H.’ s M.H per Ton 2.5 5 7.5 10 15 25 50 13,771 15,860 20,072 22,381 25,242 37,013 62,916 18.5 23.5 31 38 56 95 124 7.4 4.7 4.1 3.8 3.7 3.8 2.5 CONDENSORS / CENTRIFUGES: (A) AIR COOLED CONDENSERS: Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Excludes foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. The man-hour installation units exclude initial chemical charging, cooling liquids, refrigerant / anti freeze chemicals, M.E. passivation and cleaning (pickling) and M.E. identification / stenciling & subsequent tagging. Tonnage # Of Pieces Weights Pounds Man-Hours M.H. per Pound 5 10 20 25 50 75 100 150 250 500 3/5 3/5 3/5 3/5 3/5 7/9 7/9 10/12 15 20 175 280 440 500 1,500 2,000 2,700 3,700 6,000 10,800 6 6 7 8 12 16 18 27 44 72 1.20 0.60 0.35 0.32 0.24 0.21 0.18 0.17 0.16 0.14 34 (B) CONDENSERS Shell and Tube: Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Excludes foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. Tonnage GPM Number of pieces Man Hours M.H. per Ton 10 25 50 100 250 500 1,000 30 80 160 310 760 1,550 2,450 3/5 3/5 3/5 4/5 4/6 5/7 5/7 6.50 10 20 30 52 75 108 0.65 0.40 0.32 .0.30 0.21 0.15 0.11 (C) RECIPROCATING – AIR COOLED CONDENSING UNITS (CONDENSER – COMPRESSOR): Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Excludes foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation man-hours. Tons # Of Pieces Pounds Weights ManHours M.H.’ s per Ton 25 50 100 250 3/5 3/5 3/6 4/7 1,760 3,430 6,560 16,050 28 54 81 191 1.12 1.08 0.82 0.77 (D) CONDENSERS (COALESCER): Installation man-hours include unloading, temporary warehousing, site transportation n/e 0.50 miles – 0.80 km, unpacking, lifting into position, setting, leveling, aligning, and system check out. Excludes foundations, setting holding down bolts, grouting, brackets, supports, piping, cable, conduit and electrical hook-up, refer to productivity adjustments on page 2 to calibrate installation manhours. Tonnage Number of Items Weights Pounds ManHours M.H.’ s per Ton 5 10 15 25 50 4/6 4/6 4/6 4/6 4/6 370 530 800 1,500 2,000 6 8 8 10 12 1.2 0.8 0.53 0.4 0.24 35 E.50 miles – 0.500 17.500 Man-Hours 28 48 82 144 (F) Barometric Condenser / Miscellaneous.38 17.388 49. and system check out. unpacking.500 5.80 km.882 24 32 38 62 18.500 3.500 9. Tonnage # of Pieces 100 250 500 1.18 13.750 $11.WATER COOLED CONDENSER COMPRESSOR UNIT: Installation man-hours include unloading.000 9.750 $31.400 20 24 32 36 40 36 .75 100 150 (E) 6/8 6/8 7/9 2.400 $17. conduit and electrical hook-up. site transportation n/e 0.190 17.16 0.000 3/5 3/5 4/6 4/6 Weight in Pounds 3.300 $5. Excludes foundations. GPM $ Equipment Cost Installation man-hours Cost per GPM 500 1. aligning.98 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (G) Condenser (Evaporation) Rating Ton $ Equipment Cost Installation Man-hours 5 10 25 50 100 $4.36 9.117 33. lifting into position.15 SCREW ACTION.350 14 16 23 0. temporary warehousing. setting.000 2. grouting. supports. leveling. setting holding down bolts. C S H.19 0.000 4. brackets. refer to productivity adjustments on page 2 to calibrate installation man-hours. piping. cable.500 4. calibrating and system check out. site transportation n/e 0. lifting into final position.39 0. bolts. frames. Excludes foundations. including pulleys. shaft alignment. brake. conveyor frame. piping.E. Evaporation Rate Per Hour in Pounds Weight / Number of Pieces Man-Hours M. typical bracing piece’s. adjusting drive. pulley.50 miles – 0. painting. setting holding down bolts. chain / belt. brackets.6/8 55.14 CONVEYORS (A). buckets and brackets such as head and bottom section. n/e 0. brackets.50 miles – 0. and system check out. cooling liquids.000 .H. cable. setting. head and bottom shaft. piping. A 36 / A 285: Installation man-hours includes unloading.(25) CONTINUOUS SPRAY DRYER: (A) (26) CONTINUOUS SPRAY DRYER C.500 5. checking out of conveyor and all components. Diameter inches 8 10 12 18 24 30 Man Hours per 100’ length Carbon Steel A36 Man Hours per 100’ length Stainless Steel 304 / 316 110 180 204 280 330 377 144 220 376 420 484 564 37 . conduit and electrical hook-up. installation on base. conduit and electrical hook up. springs. electrical cable.000 . per Pound 1. end supports. Erection of supports.80 km.E. Man-hours exclude lifting equipment / cranes. aligning. shims and cables. Erection man hours include installation of conveyor motors. identification / stenciling & subsequent tagging. refrigerant / anti freeze chemicals.500 . grouting. bearings.5/8 27.S. complete with idlers. and filler piece’s are included in the following man hour units. unpacking. foundations.24 0. unpacking. transport from temporary site warehouse to final location. passivation and cleaning (pickling) and M.000 11. Add additional man-hours for lubrication system. CONVEYOR: RECIPROCATING / CONTINUOUS ACTION: Installation man-hours include unloading. leveling.000 2. grouting. setting holding down bolts. bolts and return belt etc. The man-hour installation units exclude initial chemical charging. temporary supports. supports. refer to productivity adjustments on page 2 to calibrate installation man-hours. M.7/10 388 594 706 0. temporary warehousing.80 km distance. aligning. leveling. buckets and brackets such as head and bottom section. conveyor frame. chain / belt. checking out of conveyor and all components. Erection of supports. H. checking out of conveyor and all components. and system check out. including pulleys. setting holding down bolts. shims and cables. unpacking. Excludes foundations. piping. shims and cables. including pulleys.80 km. electrical cable. typical bracing piece’s. bolts. refer to productivity adjustments on page 2 to calibrate installation man-hours. end supports. brake. lifting into final position. leveling. Add additional man-hours for lubrication system. BUCKET ELEVATOR – CONTINUOUS CARBON STEEL Bucket size 12” x 9” x 12” 70 / 100 tons per hour: Installation man-hours include unloading. unpacking. head and bottom shaft. BUCKET ELEVATOR – CONTINUOUS CARBON STEEL: Bucket size 12” x 12” x 18” 100 / 150 ton per hour: Installation man-hours include unloading. brackets. site transportation n/e 0. Erection man hours include installation of conveyor motors. brackets. painting. and system check out. conduit and electrical hook up. springs. temporary supports. painting. buckets and brackets such as head and bottom section. bolts and return belt etc. frames. 38 . and filler piece’s are included in the following man hour units. piping. Erection of supports. head and bottom shaft. temporary warehousing. setting.000 82 136 163 145 196 256 286 330 585 1. and filler piece’s are included in the following man hour units. ’s 10 15 20 25 50 75 100 250 500 1. grouting. temporary warehousing. refer to productivity adjustments on page 2 to calibrate installation man-hours. pulley. bolts and return belt etc. chain / belt. conveyor frame. Travel Length Feet Total M.(B).145 (C). bolts. Add additional man-hours for lubrication system. complete with idlers. grouting. complete with idlers. Excludes foundations.50 miles – 0. end supports. aligning. frames. brake.80 km. Erection man hours include installation of conveyor motors. typical bracing piece’s. setting. electrical cable. pulley. setting holding down bolts. temporary supports. conduit and electrical hook up.50 miles – 0. springs. site transportation n/e 0. lifting into final position. and system check out.H. H. piping.H. shims and cables.’S / LF 1. head and bottom shaft. bolts.’S / LF 5.10 3.25 M. grouting.H.H. typical bracing piece’s.10 M.50 M. site transportation n/e 0. temporary warehousing.’S / LF 6. and filler piece’s are included in the following man hour units. buckets and brackets such as head and bottom section. aligning. complete with idlers. pulley. checking out of conveyor and all components. Excludes foundations. lifting into final position.10 2.25 M. conveyor frame.H. electrical cable. CONVEYORS: BELT (INCLINED) Installation man-hours include unloading. conduit and electrical hook up: WIDTH M.35 3. setting holding down bolts. frames.’S / LF (G) Equipment cost only 39 . brackets.50 miles – 0.45 ROLLER CONVEYOR 10” WIDE 12” WIDE 14” WIDE 18” WIDE (F) 1. unpacking.’S / LF 6. bolts and return belt etc.’S / LF (BASED ON 100’ LENGTH) 12” 16” 20” 24” 30” 36” (E) 2. painting.’S / LF 2. setting.75 M.H.H.H. brake.75 M. end supports.Travel Length Feet 10 15 20 25 50 75 100 250 500 1.10 M.’ s 94 148 179 196 264 268 308 356 637 1. including pulleys.’S / LF 1.’S / LF SCREW CONVEYOR 6” DIA 8” DIA 10” DIA 12” DIA 4.80 km. leveling.75 3. Erection man hours include installation of conveyor motors. Add additional man-hours for lubrication system.H. temporary supports. springs.186 (D).55 M.000 Total M. Erection of supports.45 2. chain / belt. 229 $150.339 1.483 $82.898 $50.H.846 $34.50 M 250’ / 76.389 6” diameter 8” diameter 12” diameter 16” diameter Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (H) BUCKET ELEVATOR 6” X 4” 10” X 6” 12” X 9” 16” X 9” (I) 3.75 M.149 $21.392 5.168 $61.Equipment cost only.25 M.750 RPM.970 $31.’S / LF CONVEYOR ELEVATOR (Material Cost only) – 2009 Cost Basis: Length Feet / M 18” 24” 30” 36” 42” 50’ / 15.187 $22.25 M 100’ / 30.945 $98.752 $137. Cost per LF $ Cost per M $ 1.’S / LF 4.40 M $13.976 6.948 4.H.H. 1.’S / LF 6.364 71.000 $16.701 5.115 $68.30 M.367 $124.’S / LF 5.650 $27.464 $36.085 $14.20 M 500’ / 152. 320 FPM Ton per hour 60 110 260 340 Width in inches Length in feet 18 24 36 42 20 50 100 150 $ Equipment cost Installation man-hours 31.25 M.738 1.270 $18.822 1.464 54.068 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (J) Belt Conveyor / open.H.494 $109.542 35.938 $75.048 55 102 202 312 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) 40 . leveling. grouting. Weight in Pounds Number of Pieces ManHours M. supports. lifting into position. installation on base.5 12 10 (B) COOLING TOWERS. leveling. refer to productivity adjustments on page 2 to calibrate installation man-hours.54 0.P. site transportation n/e 0. and system check out. per SF 10 / 0.070 1. transport from temporary site warehouse to final location.80 km.10 2. and system check out. PACKAGE & KNOCKED DOWN. lifting into position.H. supports. piping.50 5.80 km. bearings.32 50 / 4. grouting. conduit and electrical hook-up.80 km distance. calibrating and system check out.(27) COOLER (ACID): (A) GRAPHITE TUBE H. foundations.65 100 / 9. aligning.50 2. unpacking. unpacking.93 25 / 2.5 4 3 2.23 0.370 2. PACKAGED TYPE – Carbon Steel: Installation man-hours include unloading. piping. INCL PUMP: Installation man-hours includes unloading. brackets. grouting. Man-hours exclude lifting equipment / cranes. unpacking.H. site transportation n/e 0.750 4/6 4/6 4/6 7/9 7/9 21 51 77 98 235 2. brackets. – Carbon Steel: Installation man-hours include unloading. conduit and electrical hook-up.’ s PER TON 1 – 10 10 – 20 20 – 30 30 – 40 4. temporary warehousing. (28) S. supports. foundations.94 COOLING TOWER: (A) COOLING TOWER.’ s PER TON K.E. setting holding down bolts. cable. M. setting.5 21 15.H.0 15 225 790 1. Excludes cranes.50 1. refer to productivity adjustments on page 2 to calibrate installation man-hours. piping. Excludes cranes. shaft alignment. / M2 H. foundations.50 miles – 0.30 250 / 23. cable. brackets. setting. cable.50 miles – 0.50 miles – 0. WEIGHT IN TONS PACKAGED M. conduit and electrical hook-up: 41 .F. adjusting drive. setting holding down bolts. aligning. assume n/e 0.D.98 0. setting holding down bolts.04 1. temporary warehousing. $12.H. cable. $ Cost M. bearings.29 Cost per HP $950 .500 17.000 7.64 0. supports.’ s 10 H P 50 H.H. piping.$5.17 0. setting holding down bolts.H.40 0.000 2.P.40 0.’ s 420 M.H.’ s 245 M.62 Cost per Kg $9.P. shaft alignment. calibrating and system check out.857 $401.21 0.330 8.455 $222.H.12 CRUSHERS: (A) CRUSHER: Installation man-hours includes unloading. conduit and electrical hook-up.100 58 M.’ s 100 150 250 500 1. 42 . transport from temporary site warehouse to final location.500 26 36 48 88 124 (B) Breaker / Impact Hammer – Crusher 250 / 300 HP A – 515 CS • • • Cost per pound $4.45 .P 100 H.500 11.34 0.$4. foundations.H.50 miles – 0.$1.28 0.011 .229 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (C) Crusher (Jaw) C.500 850 1.000 12.600 37. grouting.’ s Cost range $4. unpacking.750 3. assume n/e 0.000 7/12 7/12 7/12 7/12 10/12 5.31 .(29) Tonnage Weight Pounds Number of Major Pieces ManHours M. Manhours exclude lifting equipment / cranes.770 23. Tons Per Hour Number of Pieces Weight / Pounds M. per Ton 10 25 50 100 250 500 1. adjusting drive.000 6. A 285C H.P $47.700 4/5 4/5 4/5 6/8 8/10 8/10 8/10 8/10 14 16 23 28 86 108 172 298 1. brackets. installation on base.80 km distance.746 per H.100 1.S. setting. C S A 285C H.500 12 16 24 51 0. grouting.64 50 / 37.25 0. leveling. Includes installation of motor and drives.00 2.455 per ton Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (31) DEARATOR: (A) FEEDWATER .20 43 . and system check out.57 250 / 186.29 100 / 74. supports.000 1. typically trim is shipped loose: Excludes cranes. setting holding down bolts.48 0.671 17.50 14 26 46 1. conduit and electrical hook-up.H.P.S. site transportation n/e 0.328 $ 252.064 . cable.24 0.756 9.823 $ 609.43 4 4 5/6 7/8 350 450 1. controls: Assume unit is mounted on a skid unit the hook-up piping and electrical between tank(s) and pump is included.32 0.467 32. foundations. 2 10 25 50 0. temporary warehousing.487 6. lifting into position.80 km. aligning.DEAERATOR PACKAGED UNIT complete with local controls: Installation man-hours include unloading. unpacking. Forced Flow 25 Tons / Day 50 Tons / Day 100 Tons / Day 150 Ton / Day $ 186.50 miles – 0.362 $ 406.Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (D) Rotary Crusher. Boiler H.00 5. brackets. / KW Number of Pieces Weight Pounds ManHours M. refer to productivity adjustments on page 2 to calibrate installation man-hours. Shipping weight of equipment $ Equipment cost Installation man-hours Cost per H.P. per HP 25 / 18. piping.473 164 Man-Hours 272 Man-Hours 378 Man-Hours 540 Man-Hours Cost range $4.$7.P.75 2.313 921 665 619 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (30) CRYSTALIZER (A) Crystallizer C. site transportation n/e 0. and system check out.500 3. Installation man-hours exclude.45 3.300 2. grouting. leveling. aligning. cranes. brackets. grouting.000 2. piping.0 72 ditto 24 0. temporary warehousing. per Pound 1. supports.000 9. unpacking. setting. foundations. site transportation n/e 0. conduit and electrical hook-up.85 1. setting holding down bolts. lifting into position.500 7. setting.50 miles – 0. temporary warehousing. brackets. refer to productivity adjustments on page 2 to calibrate installation man-hours.12 0. supports.H. cable. internal packing. setting holding down bolts.0 90 ditto 28 0.31 44 .500 5. leveling.5 40 ditto 18 0.864 (32) 7/8 10/12 10/12 2.600 85 124 195 0.17 0. aligning. Excludes foundations.000 / 746 2.50 miles – 0.500 10/15 10/15 10/15 10/15 10/15 20+ 20+ 25+ 8 12 16 20 24 42 48 72 DEMISTERS: (A) DEMISTER PADS. piping.000 1.000 500 700 800 1.500 5.80 km.08 DE MINERALIZERS (A) DE MINERALIZER / ION EXCHANGE UNIT: Installation man-hours include unloading. Excludes cranes.46 1.0 30 (4/6 # items) 14 0.500 / 372. unpacking.80 km. cable. grog / chemicals / catalyst and any special testing / inspection if required. conduit and electrical hook-up: TOWER DIAMETER FEET WEIGHT IN POUNDS MANHOURS M. and system check out.TOWER INTERNALS: Installation man-hours include unloading.500 / 1. (33) Flow Rate GPM Approximate Weight Pounds Number of pieces ManHours 100 250 500 750 1.33 4.000 10. lifting into position. setting holding down bolts.14 10. setting. piping.0 240 ditto 48 0. M. supports. lifting into position.E. grouting. unpacking.80 km.80 km.50 miles – 0. setting. supports. aligning. brackets.Hours 5 10 20 25 140 250 440 770 4 6 16 28 DOWTHERM UNIT: (A) DOWTHERM UNITS complete with local controls: Installation man-hours include unloading. Includes installation of motor and drives.0 150 ditto 32 0.(34) 5. passivation and cleaning (pickling) and M.50 miles – 0.22 7. site transportation n/e 0. lifting into position. conduit and electrical hook-up: The man-hour installation units exclude initial chemical charging. controls: Excludes cranes.20 8. site transportation n/e 0.12 DIGESTER (FIBERGLASS): (A) DIGESTER Installation man-hours include unloading. cable. refrigerant / anti freeze chemicals. cranes. setting holding down bolts.0 180 ditto 40 0. identification / stenciling & subsequent tagging. Excludes foundations. Duty million BTU’ s Per Hour 5 Material C. temporary warehousing.0 600 + ditto 72 0.0 450 ditto 64 0. grouting. and system check out. cooling liquids.856 175 45 Material S.21 6. foundations. conduit and electrical hook-up: (35) Diameter (Feet.) Weight Pounds Man.0 340 ditto 56 0. leveling. aligning. piping. brackets.E.S 304 Tubes $354. and system check out. cable. temporary warehousing. leveling.209 ManHours 198 .17 9.S Tubes ManHours $234. unpacking. 032 0.528. 100 / 9. foundations.’ s per pound of air 50 100 250 500 1.368. / M2 $ Equipment Cost Installation man-hours $ Cost per S.500 / 139.480 25 50 75 100 (36) $624. grouting.987 565 $3.806 $2.003 $2. setting.111 $6. leveling.50 1.H.018 82.467 158.001 $8. conduit and electrical hook-up Pounds of Air / Hour Material Man-Hours M.80 km.328 646 $3. site transportation n/e 0.F.289 10 $911. brackets.436. cable. Includes installation of motor and drives.$440.744.415 246 $1.50 miles – 0. setting holding down bolts. unpacking. lifting into position.019 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) 46 .677 785 390 604 724 842 DRYERS (A) Rotary Dryer.F.146. aligning. temporary warehousing.804 66 164 274 768 350 330 318 305 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (37) (A) EJECTORS SINGLE STAGE (non condensing 150 PSIG) Installation man-hours include unloading. and system check out.024 0.08 0.23 500 / 46.859 274 $2.462 $4. piping.000 $1.860 456.082 $2.510 352 $1. controls: Excludes cranes. C S A 285C S.892.105.40 35.05 0.925 4 5 8 12 19 0. supports.30 250 / 23. leveling.80 km. conduit and electrical hook-up. lifting into final position. unpacking. leveling. refer to productivity adjustments on page 2 to calibrate installation man-hours.00 – 3.000 2.798 $92. checking out of conveyor and all components.000 (39) 140 194 274 307 475 Approx. stone. electrical cable.486 $80. refer to productivity adjustments on page 2 to calibrate installation man-hours. checking out of conveyor and all components. Add 5% .$25 / SF .50 miles – 0. setting. CAPACITY Installation Man-Hours 1. and system check out.(B) Dust Collector Stainless Steel 400 SF / 37.6 3. temporary supports. Excludes foundations. for a completely installed system.20 M2 cloth area with 25 HP blower $17 .S.663 $111.000 20.848 370. site transportation n/e 0. this allows for a foundation (excavation. Erection of supports. backfill).7 2. lifting into final position.000 250.$181 .50 miles – 0.000 100. aligning. bolts and shims excludes setting holding down bolts. Multiply Production Equipment by a factor of 2 .018 $62.000 10.741 ELECTROSTATIC PRECIPITATOR (A) ELECTROSTATIC PRECIPITATOR C. $ Cost $35. setting. instrumentation. piping.10% for labor / construction equipment to install equipment. brackets. temporary warehousing. painting. and system check out. setting holding down bolts. guides. Add 2.$271 M2 • • Add 3 % for freight. Volume / Cu Feet / min $ Material Man-Hours Man-Hours per 1K CFM 50. insulation and painting. equipment rigging and setting.8 47 . grouting. unpacking.500 5. electrical service.073 651. • • (38) ELECTRIC FREIGHT ELEVATOR (A) ELECTRIC FREIGHT ELEVATOR 200 fpm / 4 stops Installation man-hours include unloading.908 280 370 710 5. frames. piping.5% for integration costs. temporary warehousing.: Installation man-hours include unloading. aligning. brackets.50.80 km. site transportation n/e 0.000 249.5% -7. aligning. formwork.050 . UPS.H. and system check out. conduit and electrical hook-up: Scale Loading weight in Tons Footprint of Scale L x W in Feet Approximate Total Weight Pounds Man hours Including pit / Civil work M. KW / RATING RPM / FREQUENCY APPROX WEIGHT M.800 98 (civil=72) 122 (ditto 92) 208 (ditto122) 272 (ditto 162) 308 (ditto 192) 19. brackets.6 12. brackets.450 3. temporary warehousing. unpacking. 3 phase.000 # 80 88 128 $36. refer to productivity adjustments on page 2 to calibrate installation manhours. lifting into position.P. refrigerant / anti freeze chemicals. site transportation n/e 0. cable. per Ton 5 10 25 50 100 10 x 8 / 96 SF 15 x 12 / 180 SF 40 x 12 / 480 SF 50 x 12 / 600 SF 70 x 12 / 840 SF 1. identification / stenciling & subsequent tagging. setting. setting.400 # 8.700 7.$1. radiator cooled. cable. type equipment.E. supports. foundations. cooling liquids.’ s COST 100 150 200 1800 / 60 1500 / 60 1500/ 60 3. Excludes cranes. (41) EMERGENCY POWER SUPPLY: (A) EMERGENCY POWER GENERATION: Installation man-hours include unloading. leveling.(40) (A) ELECTRONIC LOAD CELL / SCALES: Installation man-hours include unloading. Installation man-hours exclude any special testing / inspection if required.E.4 3. lifting into position. setting holding down bolts. Includes pit foundations. conduit and electrical hook-up.80 km.80 km. passivation and cleaning (pickling) and M. and system check out.3 5.125 $54.685 (B) Conceptual Estimating for budgeting Generator Set / U. unpacking. piping.206 $58.50 miles – 0. Excludes cranes.1 Pit is typically 5’-6’ deep with 4” thick concrete wall and 6” SOG with 4” diameter drain. setting holding down bolts. leveling.775 per KW 48 . approx cost includes elect starter (battery) and factory assembled control system. M. supports.S. grouting.H.500 # 4. $1.100 17. aligning. grouting. temporary warehousing.50 miles – 0.2 8. piping. The man-hour installation units exclude initial chemical charging. site transportation n/e 0. Open type.850 2. skid mounted. 80 km.444 276.90 2.35 5.$383 per KW EVAPORATORS: (A) EVAPORATORS / CONDENSERS Long Tube Carbon Steel: Installation man-hours include unloading. Excludes foundations. piping.Generator Set (42) $289 . brackets. setting holding down bolts.30 68. setting.H. piping.000 / 92.70 10.14 EVAPORATOR (VERTICLE TUBE): Installation man-hours include unloading.110 1.50 1.55 0.’ s $ Cost per S.767 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) 49 . setting holding down bolts. brackets. leveling.40 3/5 3/5 3/5 5/7 5/7 5/7 5/7 120 200 310 555 807 1.50 miles – 0. conduit and electrical hook-up S.93 25 / 2. 10 / 0. / M2 (EDR) Number of Major Pieces ManHours M. conduit and electrical hook-up. and system check out. unpacking. site transportation n/e 0. unpacking. lifting into position. site transportation n/e 0. cable.F. and system check out. temporary warehousing.268 4. aligning. supports.500 / 232. lifting into position.37 50 / 4. refer to productivity adjustments on page 2 to calibrate installation man-hours.775 148. / M2 $ EQUIPT COST INSTALLATION M.62 0.000 / 929.535 53 127 197 382 6. Excludes foundations.655 5.000 / 464. grouting.F.F. per SF 100 / 9. grouting.450 1.32 0.80 0. aligning.22 0.65 100 / 9. leveling.H.586 500.30 250 / 23.21 0. setting. supports. temporary warehousing.80 km.50 miles – 0.550 5.23 500 / 46. cable. (B) Cooling / Heating Area S. conduit and electrical hook-up.95 1. Excludes foundations. temporary warehousing. cable.’ s 10 / 0. piping.50 miles – 0. and system check out.93 25 / 2.H. / M2 EQUIPT COST INSTALLATION M. temporary warehousing. and system check out.E. leveling.000 / 92. site transportation n/e 0. passivation and cleaning (pickling) and M.23 500 / 46.517 887 509 357 226 2. aligning. setting.745 332. identification / stenciling & subsequent tagging.85 0. grouting. piping.65 100 / 9. setting holding down bolts. supports. aligning. brackets. cable. refer to productivity adjustments on page 2 to calibrate installation man-hours.80 km.30 250 / 23.151 185. The man-hour installation units exclude initial chemical charging.635 0. setting. supports. S. M. site transportation n/e 0. setting holding down bolts.65 76. unpacking.(43) FLAKERS: (A) DRUM TYPE: Installation man-hours include unloading.37 50 / 4.33 0. lifting into position.E.80 km. refrigerant / anti freeze chemicals. refer to productivity adjustments on page 2 to calibrate installation man-hours. grouting. cooling liquids.37 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) 50 .50 miles – 0.F. Excludes foundations. SF / M2 $ COST / SF Man Hours / SF 50 / 4. conduit and electrical hook-up.068 71 202 370 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (44) FILTERS: (A) ROTARY / VACUUM / DISK: Installation man-hours include unloading. leveling. lifting into position. brackets.50 1. unpacking.25 1. 23 500 / 46.50 miles – 0.15 2.5 % divide resulting value by $48 / hour.95 455 0.(B) (C) DITTO / PAPER / MANUFACTURING APPLICATIONS: Installation man-hours include unloading.996 1.50 12. unpacking. temporary warehousing.00 1.23 500 / 46.306 116.27 1.102 To determine installation / equipment setting hours multiply tank cost by 6.93 25 / 2.65 100 / 9. and system check out. aligning.80 km. piping.493 3.10 1.211 59.832 5. setting holding down bolts.F.37 50 / 4.50 1.30 5.S. grouting. 50 / 4. S. cable.85 Filter – Horizontal scrolling with hydraulic tilting pot: Area in SF / M2 $ Cost per SF 10 / 0.65 100 / 9. / M2 $ Equipment cost Installation man-hours $ Cost per S.001 / SF (E) Pressure Leaf Filter Vertical C. leveling.30 250 / 23.F. setting. conduit and electrical hook-up: SF / M2 $ COST / SF Man Hours / SF 50 / 4.30 250 / 23. lifting into position.000 / 92.945 14 27 68 124 257 242 237 234 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) 51 .844 24. site transportation n/e 0.65 100 / 9.527 2. supports.352 819 634 3. add crane usage: (D) Rotary Drum Filter Equipment cost only $8. Excludes foundations. brackets. brackets.E.050 2.562 FUEL TANKS: (A) Fuel Oil Tank Installation: On finished floor installation. cable. unpacking.50 miles – 0. piping.80 km. and any special testing / inspection if required. Excludes cranes.500 gallon 5. unpacking. aligning.800 RPM and 60 Hz rating: Excludes foundations. cooling liquids.50 miles – 0. grouting. packing’s. brackets.381 $4. setting. grouting. leveling.450 2. and system check out. Rating Approximate Weight Pounds Number of pieces ManHours 25 50 75 1.342 Labor Man-Hours 16 40 108 (47). passivation and cleaning (pickling) and M. M. aligning.000 Pound 10. lifting into position. foundations.E. Engine 1. K.847 $57. setting. The man-hour installation units exclude initial chemical charging. internals brackets.488 $65. piping. cable. site transportation n/e 0. setting holding down bolts. Installation man-hours exclude installation of trays. refrigerant / anti freeze chemicals. setting holding down bolts. temporary warehousing. refer to productivity adjustments on page 2 to calibrate installation man-hours. leveling. GENERATORS (A) PACKAGED / SKID MOUNTED GENERATORS EMERGENCY / STANDBY UNITS Diesel Powered: Installation man-hours include unloading. site transportation n/e 0. supports. cranes.000 gallon 2.124 $1. supports.(45) FORK LIFTS (A) Fork Lift Truck (excludes Battery charging station) 2. conduit and electrical hook-up. identification / stenciling & subsequent tagging.460 5/7 5/7 5/7 28 40 56 52 . temporary warehousing. lifting into position.W.000 gallon $1. and system check out. conduit and electrical hook-up: Volume Material 1.80 km.500 Pound 5.000 Pound (46) $37. man-hours include unloading. Rating Scope Item % Value Off loading & setting (Millwright work) Foundations / supports 34. Note add 5-15% to the following direct hours for scaffolding.450 These man-hour units could increase by +/. of piping systems Insulation of piping systems Man-Hours 9.7 5.STEAM UNITS: Approximate Installation man-hours for unit ranging from 1.340 18.000 K.000 10.000 2.500 8.000 Remarks 9. including all construction scope items.4” C.W.2 4.e.W.5 100.000 25. GENERATOR STEAM TURBINE UNITS (A) GENERATOR TURBINE .100 125 150 175 200 250 500 2.000 K.750 3.2 5.100 6.W. crane rental / operator(s) not included in man hour units: Man-hours Per K. 53 . i.2 Aligning & grouting Piping systems Electrical / Controls Insulation / Painting Testing / Start-up / Commissioning Miscellaneous items Total MW Size 500 1. concrete. clean up. an imaginary line / battery limit of 50’ surrounding turbine.600 10.970 21. to 10.200 7.S.500 14. backfill.0% Excavation.1 14.500 5.500 5/7 5/7 5/7 7/10 7/10 7/10 7/10 72 84 100 122 134 146 220 (48). note piping lengths / man-hour units are for the immediate footprint area of turbine. temporary barricades etc.350 4.650 32.6 21. rebar and formwork includes some structural steel supports 50’ 2 # 2”.100 15.5 5.25% dependant upon site conditions and the state of the economy. 57 .H. piping. temporary warehousing.$1.(Total Facility based on production capacity) $1.$1. conduit and electrical hook-up: Excludes concrete dead men and any movement to new location: TYPE M.25 cents per KW hour 10% .’S 100’ SINGLE 100’ DOUBLE 200’ SINGLE 200’ DOUBLE 1.690 / MW Construction Cost $1. cable.(Total Facility based on production capacity) $850 .$1.(Total Facility based on production capacity) $1.180 1.$670 per MW Average Cost $585 / MW 0. supports.650 per MW Average Cost $1. lifting into position.$2.540 2.690 1. site transportation n/e 0.975 per MW Average Cost $1. and system check out.15% of Capital Cost Wind Powered Facility: Geothermal Powered Facility: Combined Cycle Power Plant (Gas): Hydro Powered Facility: Nuclear Fueled Power Plant: Simple Cycle Power Plant (Gas): Operating Costs: Decommissioning Costs: (49) GIN POLES: (A) GIN POLE.(Total Facility based on production capacity) $890 .675 / MW Construction Cost .$1.470 54 .(Total Facility based on production capacity) $550 . setting.840 / MW Construction Cost .80 km.415 .(Total Facility based on production capacity) $500 .$700 per MW Average Cost $675 / MW Construction Cost .333 / MW Construction Cost . leveling.250 / MW Construction Cost . aligning.875 per MW Average Cost $1. brackets.775 per MW Average Cost $1. SINGLE AND DOUBLE: Installation man-hours include unloading.50 miles – 0.400 .check value per KW: Facility Type Power Plant (Coal): OOM Cost Construction Cost .260 per MW Average Cost $1. setting holding down bolts.15 – 0. grouting.(B) Order of magnitude. Excludes foundations. unpacking. piping.10 10 . temporary warehousing. unpacking. lifting into final position. cooling liquids. GLYCOL UNITS 5 4 3 2 1 0 1-5 5.88 (51) GRANULATOR (A) GRAVITY / IMPACT Installation man-hours include unloading. setting.60 2.E. and system check out. setting holding down bolts. grouting.E. setting.80 km. leveling.50 miles – 0. conduit and electrical hook-up: The man-hour installation units exclude initial chemical charging. supports.40 3. refrigerant / anti freeze chemicals. site transportation n/e 0. identification / stenciling & subsequent tagging. checking out of conveyor and all components. brackets. Excludes foundations. temporary warehousing. and system check out. cable.(50) GLYCOL UNITS: (A) GLYCOL UNITS: Installation man-hours include unloading.20 20 – 50 4. M.80 km.50 miles – 0. Erection of 55 20-50 .10 10-20 To ns Ton Man hours per ton 1-5 5 .25 1. aligning. site transportation n/e 0. leveling. aligning. unpacking. lifting into position. passivation and cleaning (pickling) and M. H.80 1. per Ton 10 15 20 25 50 75 100 150 200 250 10 20 25 30 50 100 100/125 150 200 275 2.30 1. refrigerant / anti freeze chemicals. brackets.400 6.66 56 . calibrating and system check out. conduit and electrical hook-up: Typically is shipped in 6 /12 main pieces.400 3.500 3.500 10. installation on base.91 . identification / stenciling & subsequent tagging. shaft alignment.72 0. adjusting drive. supports. transport from temporary site warehouse to final location. foundations.$19.H.4 1.36 (B) Granulator 250 HP A – 515 CS • • • Cost per pound $6.700 5. cooling liquids.92 0.800 11.supports. H.$8.16 Cost per HP $315 . piping.’ s M.H.000 24 28 36 42 64 78 104 122 144 164 2.900 3/5 3/5 3/5 3/5 3/5 23 27 34 39 46 0.000 14. assume n/e 0. cable. setting holding down bolts.000 17.50 miles – 0. grouting.04 0.500 30.04 1.77 .500 22. unpacking. bearings. APPROX WEIGHT # OF PIECES M.39 0.54 0.P.E.80 km. passivation and cleaning (pickling) and M.000 7.’ s per HP 25 50 75 100 150 2.45 0.000 4.68 1.$404 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (52) HAMMERMILL: (A) HAMMERMILLS: Installation man-hours includes unloading. bolts and shims. refer to productivity adjustments on page 2 to calibrate installation man-hours.200 5.E. M. The man-hour installation units exclude initial chemical charging. Tons per hour Motor Horse Power Weight Pounds ManHours M. brackets. frames. guides.72 Cost per Kg $14.87 1.80 0. Man-hours exclude crane costs. excludes setting holding down bolts. unpacking. setting. site transportation n/e 0. temporary warehousing. piping. cable. grouting. refer to productivity adjustments on page 2 to calibrate installation man-hours.37 0.000 75. grouting.80 km.500 750 1.000 (B) • • • 400 500 500/650 40.740 6.$589 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (53) HEATERS: (A) Heaters – Cabin fired type heaters: Installation man-hours include unloading. (C) S. lifting into position. supports. foundations.’ s Alloy Tubes M.675 7. aligning. conduit and electrical hook-up: MMBTU’ s C.870 3. aligning.50 miles – 0. brackets.H. Excludes foundations. leveling.740 3.24 Hammer Mill 250 HP 135 ton per hour A – 515 CS Cost per pound $6.$17. piping. and system check out. brackets.30 250 / 23.80 km.14 .H.580 2.925 4.65 100 / 9. Tubes M.F / M2 EDR Number of Pieces Pounds Weights M.Surface . setting holding down bolts. Excludes cranes.46 4-6 4-6 12 12/15 75 125 420 780 5 5 22 38 FEEDWATER HEATERS complete with local controls: 57 .23 500 / 46. unpacking.840 2. site transportation n/e 0.000+ 188 208 238 0.27 0.’ s 10 20 30 40 50 1. cable.770 5.705 5. setting.H.Wall Mounted Unit: Installation man-hours include unloading. leveling. setting holding down bolts.56 Cost per HP $449 .50 miles – 0. temporary warehousing.’s 50 / 4. conduit and electrical hook-up.000 50.S. supports. and system check out. lifting into position.98 Cost per Kg $13.49 .$7.370 (B) CONVECTORS . site transportation n/e 0.50 miles – 0. typically trim is shipped loose: Assumed that equipment is shipped in one piece: Excludes cranes. piping. and system check out. aligning.500 (D) (E) Weights Pounds # of pieces 1.000 2.H. grouting.50 miles – 0.26 0.34 0. foundations. leveling. supports. setting holding down bolts. cable.500 (8/9) 8.W. setting.Installation man-hours include unloading.S. cable. grouting. brackets. brackets. unpacking. conduit and electrical hook-up: 58 .500 (7/8) 3. cable. control:. Assume unit is mounted on a skid unit the hook-up piping and electrical between tank and pump is included. and system check out. aligning.50 miles – 0.000 (7/8) 4. and system check out. grouting. conduit and electrical hookup.497 $10. Includes installation of motor and drives.500+ (10+) ManHours M. lifting into position. piping.872 $5. typically trim is shipped loose. per HP 34 64 78 98 182 0. Includes installation of motor and drives.H. unpacking. temporary warehousing. setting holding down bolts. lifting into position. controls: Assume unit is mounted on a skid unit the hook-up piping and electrical between tank and pump is included: typically trim is shipped loose.500 (5/6) 2.80 km. temporary warehousing.’ s 10 25 50 100 $1.218 $2. leveling. aligning.07 TANK HEATERS (immersion / electrical): Installation man-hours include unloading. setting. Assumed that equipment is shipped in one piece: Excludes cranes. Boiler H. leveling.80 km.5 4. supports. brackets. temporary warehousing. refer to productivity adjustments on page 2 to calibrate installation man-hours.80 km. setting holding down bolts.616 2.10 0.5 BOX TYPE FIRED HEATER C. foundations. controls: Assume unit is mounted on a skid unit the hook-up piping and electrical between tank and pump is included. Assumed that equipment is shipped in one piece: Excludes cranes. lifting into position.P 100 250 500 1. foundations. site transportation n/e 0. unpacking. conduit and electrical hook-up: M.5 8 14. piping. TUBES 250 PSI TUBE PRESSURE: Installation man-hours include unloading. Equipment Cost Installation M. supports. setting.16 0. site transportation n/e 0. Includes installation of motor and drives. 385 $1. cable.071 1. temporary warehousing. grouting. setting.221 Cost Range is $9 .681 $380.977. piping.50 miles – 0. foundations.928.365 1. 304. brackets. leveling.5 hours 4 8 59 $2.580 2. supports.807. aligning.729 $582.5 4 6 10 $ Cost 1.908 BOX TYPE FIRED HEATER S.238 $2.510 $7.898 $1.$21 per MBTU Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (H) Heater Water Industrial (Gas fired) 100 gallons 250 gallons 500 gallons 2.697 . unpacking. TUBES 250-PSI TUBE PRESSURE: Installation man-hours include unloading. and system check out.80 km. Includes installation of motor and drives. controls: Assume unit is mounted on a skid unit the hook-up piping and electrical between tank and pump is included.S.177.288 $1. typically trim is shipped loose: Assumed that equipment is shipped in one piece.108 $1. setting holding down bolts. Excludes cranes.613 Heaters Unit Gas Fired MBTU’s Weight 50 100 150 250 185 250 345 510 Hours 2.(F) (G) Duty / Million BTU’ s MATERIAL COST (refer to previous tables for installation work) 5 10 25 50 100 $229.221 $722. conduit and electrical hook-up: Duty / Million BTU’ s MATERIAL COST (refer to previous tables for installation work) 5 10 25 50 100 $350. lifting into position. site transportation n/e 0.100.111 $4. H. temporary warehousing. / Equipment.39 .767 M.5 Shell and Tube Heat Exchanger Diameter S. leveling.539 5.S. C.’s 50 100 $1. Excludes cranes.720 Cost Range is $9. Cost Price per KW (K) $113 . $ / SF Range 60 Installation man-hours .5 12.$13 per gallon Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (J) Steam Heater Immersion O.F. brackets.5 hours (30 kw) 4 (40 kw) 8 $1.550 $2.Cost Range is $15.265 $2.80 km.$21 per gallon Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (I) Heater Water Industrial (Electric) 100 gallons 250 gallons 500 gallons (20 kw) 2. SHELL.292. site transportation n/e 0. foundations. setting holding down bolts.200 3. supports.$149 Fired Heaters Box Type C. and system check out.M.50 miles – 0. aligning. conduit and electrical hook-up: AREA / S.250 2.700 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (54) HEAT EXCHANGERS (A) FIXED TUBE SHEET C.: MATERIAL COST $ 50 100 150 200 (B) 3. lifting into position.938 6.H. setting. grouting.F.’S 6 8 10. Million BTU / hour Equipment cost Total installation M. TUBES: Installation man-hours include unloading. cable. piping.683 $4. unpacking.315.O.S.44 .670 5.S. ’s 250 SF 500 SF 1.S.000 SF 1..10 . / 316SS (internals) Equipment Cost 100 SF 250 SF 500 SF $108 / SF $64 / SF $54 / SF Cost Range $54 – $108 SF Cost Range $581 – $1.000 SF $320 / SF $257 / SF $243 / SF $236 / SF Cost Range $236 – $302 SF Cost Range $2.10 .10 .10 .10 .0. Equipment Cost 250 SF 500 SF 750 SF 1.42 65 – 70 48 – 51 34 – 39 61 – 65 42 – 47 37 – 41 0..25 0..F 6” 8” 12” 25 50 100 25 50 100 50 100 150 53 – 58 41 – 45 37 .162 M2 (F) Heat Exchanger S/T TEMA-R Equipment Cost M.25 0.292 – $2.0.10 .25 0..500 SF 2.862 M2 (E) Heat Exchanger C.0.000 SF $266 / SF $244 / SF $231 / SF $213 / SF Cost Range $213 – $266 SF Cost Range $2.25 0..5 8 $45 / SF $35 / SF $29 / SF $27 / SF Cost Range $27 – $45 / SF Cost Range $291 – $484 / M2 (55) HIGH VOLTAGE SUB STATION: 61 .539 – $3.25 0.25 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (C) Plate Heat Exchanger 316 S.25 0.S..S.10 .5 4 6.0. Equipment Cost 250 SF 500 SF 750 SF 1.0.10 .H.0..25 0.per S.0..0.250 M2 (D) Plate Heat Exchanger 304 S..25 0.10 .0. 500 K VA (56) HOISTS: (A) Hoist. cable. site transportation n/e 0. and system check out.(A) HIGH VOLTAGE UNIT SUBSTATION: Man-hours include unloading. Tons 2. Excludes cranes. grouting. unpacking. leveling. 5 speeds.000 .000 1.5 5 12. C. temporary warehousing.50 25 $ Cost $9. piping. setting holding down bolts.600 Man-Hours 8. aligning. S. lifting into position. conduit and electrical hook-up: HIGH VOLTAGE SUB STATION 400 350 300 250 200 150 100 50 0 150 225 300 500 750 1. setting.947 $69. brackets.50 miles – 0.724 $37. foundations.5 11 18 32 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (57) HOPPERS 62 2. supports.980 $17.80 km. leveling. temporary supports.H. temporary warehousing.73 .(A) Hopper Conical O. checking out of conveyor and all components. site transportation n/e 0. and system check out. setting.206 . site transportation n/e 0.500 / 1.50 miles – 0. guides. lifting into final position.000 / 4.$32.504 .80 km. Equipment Cost 5. setting.’ Approx. • • Cost per pound $1. frames.000 / 9.000 CF 10. bolts and shims. conduit and electrical hook-up. painting. unpacking.$97. and system check out. grouting.272 10. Excludes foundations. leveling. checking out of conveyor and all components.545 20.S.92 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (59) HYDRAULIC FREIGHT ELEVATOR (A) HYDRAULIC FREIGHT ELEVATOR 200 fpm / 4 stops Installation man-hours include unloading.756 (60) HYDROPULPERS / RAGGERS (A) VARIOUS PAPERMILL EQUIPMENT Installation man-hours include unloading. Erection of supports.871 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (58) HORIZONTAL DRUMS: (A) Horizontal Drum / Pressure Vessel: Wall 7/16” thick A – 515 C. setting holding down bolts.80 km. EQUIPMENT WEIGHT / M. brackets.712 . piping.090 97 126 144 240 340 $18. brackets.167 $42.136 5. Cost 1.000 / 2.$2. CAPACITY / Pounds / Kg Installation M.’ s PER TON 63 . temporary warehousing. electrical cable.$65.$4.000 CF 15.000 / 454 2.853 $54.50 miles – 0.H.165 $66. excludes setting holding down bolts. lifting into final position. unpacking.935 $73.000 CF $22.O.81 .865 $34.774 $47. aligning. aligning.M.24 Cost per Kg $3. 50 miles – 0. checking out of conveyor and all components.510 MANLIFT (A) MANLIFT: Installation man-hours include unloading.574 $5. leveling. unpacking. and system check out.TONS 50 – 100 (61) 14 – 18. and system check out. internal packing.80 km. setting. supports. brackets. piping. bolts and shims excludes setting holding down bolts.855 122 132 148 64 .50 miles – 0. Steel or Concrete with Generator 100 GPM 250 GPM 500 GPM (63) $74. $ COST Valve Tray C. Excludes cranes. grouting. frames. site transportation n/e 0. brackets.S. lifting into final position. Erection of supports.653 $195.269 LIFT STATIONS (A) Lift Stations F/G.269 $6. brackets and clips: (62) Diameter Sieve Tray C. temporary warehousing.5 INSTALLATION OF TRAYS: (A) INSTALLATION OF TRAY’S – IN TOWERS / TOWER INTERNALS: Installation man-hours include unloading. aligning.713 $6.936 $14. unpacking.878 $7. site transportation n/e 0. leveling. cable. setting.637 $15. aligning.80 km. lifting into position. foundations.708 $138.269 $6. Installation man-hours exclude. conduit and electrical hook-up: 2 sections: Sieve / Perforated tray excludes packing’s. Number of Stops Material Man-Hours 2 3 4 $12. guides.805 $4. temporary warehousing. grog / chemicals / catalyst and any special testing / inspection if required.710 $6. setting holding down bolts.S. $ COST 24” 36” 48” 60” $4. $8. setting.’ s 0.$583 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (E).62 Cost per HP $447 .’s Lab Fume Hood: Lab Sink.H.01 Cost per Kg $13.S.50 miles – 0.97 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (C) Granulator 250 HP A – 515 CS • • • Cost per pound $6.66 Cost per Kg $14. Hose Cabinet Recessed.$2. and system check out.5 4” 6 65 . BIN – HOPPER DISCHARGER C. temporary warehousing.840 24” / 3 . 12. Fire Pump. Description M.5 16.000 164 MISCELLANEOUS ITEMS: (A) (B) Miscellaneous Items: Installation man-hours include unloading.S.5 Horizontal Drum / Pressure Vessel: Wall 7/16” thick A – 515 C.83 .5 (64) $17.83 .5 2. leveling.20 . • • Cost per pound $1.$19.P/ Equipment Cost: Top Diameter / # of items Bottom Diameter M. aligning. unpacking. H.26 Cost per Kg $3.74 .$8.$404 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (D) Hammer Mill 250 HP 135 ton per hour A – 515 CS • • • Cost per pound $6.5 1.80 km.74 .5 / $2.$4. Ditto Surface.$17.63 .0 4.H. site transportation n/e 0.06 Cost per HP $310 . lifting into position. 5 60” / 3 .0 / $3. / Equipment.O.447 2.000 GPD $21.37 $28. piping.537 16 hour to install: 1 CY / 0.753 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (H) Blender (Ribbon Type) • • • • • • 1 CY / 0. supporting structural steel.732 7. if cooling tower is to be installed on roof level.5 120” / 3 . conduit and electrical hook-up.91 M3 15 HP SS $40.82 M3 25 HP SS $69.39 $43. or power cable and conduit also excludes foundations. Man-hours are based on pre-assembled units delivered to project. concrete basin.5 / $12.: Installation man-hours include unloading. supports.547 36 hour to install: Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (I) FORCED DRAFT C.M.164 16 hour to install: 2.559 22 hour to install: 2.500 GPD 5.376 $ 26.15% depending on difficulty.50 miles – 0.5 144” / 3 .5 CY / 1. cable. brackets. setting holding down bolts.368 / $21. unpacking.204 (F) 30” / 3 . setting.603 . Man hours units exclude excavation and backfill. leveling.80 km. refer to productivity adjustments on page 2 to calibrate installation manhours.76 M3 10 HP SS $27.1. water treatment system (piping). temporary warehousing.76 M3 10 HP CS $14.492 / $11. cranes. aligning.402 . m.$35. and system check out.82 M3 25 HP CS $38. Cost 50 Bags / min (10 lb bag) 100 ditto $ 17.163 22 hour to install: 5 CY / 3. condenser return water piping.72 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (G) Bagging Machine O.666 36 hour to install: 5 CY / 3. lifting into position. c. grouting.91 M3 15 HP CS $22. site transportation n/e 0. c ’ s. setting holding down bolts.818 5. i.505 10.0 / $7.$22.e.0 / $15.5 CY / 1. above 20’ grade increase man-hours by 10 .000 GPD 2.607 / $8.5 84” / 3 . Cooling Duty / Million Material Cost 66 Man-Hours .5 6” 9” 12” 18” / 20” 22” / 24” 11 19 33 44 54 AERATION EQUIPMENT STEEL • • • 1.S.5 / $6. P.895 $3.000 CFM.035 $90.854 $268. 50 100 250 500 1.50 1.’ s 5 10 15 20 25 121 158 203 229 300 4 4 6 8 8 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (M) Fan Centrifugal.445 $377.91 $5.000 CFM.P.138 $157. 1.57 $12. Installation man-hours 250 500 1.721 518 379 245 36 56 76 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (K) Centrifugal Pump STD ANSI Single Stage – C S GPM H.000 2.680 $6. 2.50 5.604 28 42 82 142 186 Compressor – Centrifugal: H.5 HP 10.251 $4.707 14 32 67 .94 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (L) Centrifuge Solid Bowl Tons / hour Material Cost $ / Ton M.000 $141.800 RPM Motor CFM / HP $ Cost Man-Hours 1.BTU’ s / Hour 0.5 20/25 50 / 75 $ Equipment cost $2.600 $2.817 $3.25 0.234 Installation man-hours 14 20 28 36 52 $ Cost per GPM $49.P.38 $8. C S A 285C.00 (J) $38.135 $59.5 5 7.52 $27.979 $207. $ Equipment Cost $ Cost per H. 20 HP $1.H.00 2. 869 76 Cost range $0.218 – $ 813 / HP .5 HP 1.497 $25.000 HP $672. C S A 285C.038 – $ 726 / HP . 150 HP $7. 75 HP 3.582 $145.42 .331 $34.$7. 1.H.800-RPM Motor CFM $ Cost Man-Hours 150 CFM.000 CFM.458 / SF Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (O) Reciprocating.230 hours to install 1.$1.H.725 .824 $336. Compressor with Motor Brake H P Equipment Cost Man Hours 250 500 1.970 – $ 788 / HP -112 hours to install 500 HP $363.500 CFM.’s 154 M.’s 410 M.683 – $ 672 / HP .65 hours to install 250 HP $196. 7. 200 HP $41.H.158 88 M.(25’ X 15’ high) Drum Area SF / M2 CS Cost per 68 SS 304 Cost per .000 CFM.S – 500 PSI • • • • 100 HP $81.82 CFM Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (N) Horizontal Batch Centrifuge 10 SF 25 SF 50 SF $74.671 17 54 72 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (R) Rotary Vacuum Drum: (multi section) CS / SS .346 hours to install Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (Q) Rotary Blower.000 104 260 750 $273 $536 $728 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (P) Reciprocating Compressor C.100.’s Cost Range $6. H.15 $6.50 miles – 0.888 $ 104.05 $1.F. checking out of conveyor and all components.H. lifting into final position.H.526 6 M.03 $0. guides. setting.17 $0. brackets.475 $1.500 / 232. Procure and Construct: a fully operational facility.05 ton) 100 HP (0.90 2.23 500 / 46. and system check out. s Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (67) PNEUMATIC CONVEYING (A) PNEUMATIC CONVEYOR SYSTEM Installation man-hours include unloading. s 32 M.$369 per ton to Engineer.50 ton) 1.72 $1. temporary warehousing. frames. s 16 M. 50’section 50’section 50’ section 50’ section 2”dia with 10/15HP motor 10 man-hours / . (65) MOTOR CONTROL (A) Motor Control Center (600V) 100 A Compartment / Section 225 A Compartment / Section 400 A Compartment / Section 800 A Compartment / Section $1. site transportation n/e 0. bolts and shims excludes setting holding down bolts.66 $3.: (T) CEMENT PLANT: 2009 construction cost basis: $248 .30 SF SF $5.80 km. explosion proof 5 HP (0.242 $2.50 1. unpacking.40 LF 8”dia with 35/40 HP motor 32 man-hours / .H. s 118 M.30 ton) $ 740 $ 8.H.H.685 $2. s 11 M.500 HP (3. leveling.64 LF 69 .055 6.H. aligning.32 LF 6”dia with 25/35 HP motor 20 man-hours / .25 (S) PORCELAIN SADDLE PACKINGS: MATERIAL COST $68 / C. Erection of supports.000 / 92.5 M.250 / 23.81 $2. s 8 M. s Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (66) MOTORS (A) Electric Motor.22 LF 4”dia with 20/25HP motor 16 man-hours / . 45 29.207 4.42 0. lifting into position.5 5 15 20 4. setting holding down bolts.’ s M.16 PUMPS (A) Gear Pump.50 miles – 0.50 4/7 4/7 4/7 5/8 5/8 42 48 54 64 82 0.00 136.25 100 / 30.20 500 / 46. aligning. cable.16 0.800 RPM GPM H. unpacking.50 250 / 76.47 148. grouting.(B) (68) Length / LF -M 2” per LF 4” per Lf 6” per LF 8” per LF 50 / 15. site transportation n/e 0. leveling.75 179. and system check out.84 69.24 0. setting.30 200 / 18. foundations.37 64.SS 316 – 1. carbon steel tubes: (A 36):Installation man-hours include unloading.P. Excludes cranes.90 400 / 37. $ Equipment Cost Installation man-hours $ Cost per GPM 50 2. temporary warehousing.846 14 97 70 .059 12.21 85.55 124.H.60 300 / 27.09 204. supports.H.19 172.80 km. Canned . per SF 100 / 9.487 8.90 247. C S A 285C GPM H.91 74.20 500 / 152.18 0.195 8 11 16 32 84 45 27 24 Add installation man-hours Add 3% for transport to site for US applications (B) Rotary Gear Pump.5 4.69 99.93 95. conduit and electrical hook-up: Area / SF – M2 # Of pieces M.P. brackets.S. $ Equipment Cost Installation man-hours $ Cost per GPM 50 100 300 500 2.11 PRESSURE LEAF FILTER (A) (69) PNEUMATIC CONVEYOR SYSTEM C. Material Only PRESSURE LEAF FILTER: Carbon Steel shell.84 121. piping.11 224. 111 4 $5.114 4 $6.5 HP SS Ditto 5 M3 hour / 1 HP SS Transfer pump 50 GPM / 2.5 HP SS Transfer pump 100 GPM / 5 HP SS (70) $ Cost $5.782 14. conduit and electrical hook-up.219 Man-Hours 4 $7. setting holding down bolts.H.5 REACTORS: (A) REACTOR CARBON STEEL: (Glass Lined) with full jacket Cost per gallon $140. foundations.000 10.S. (C) Miscellaneous Pumps Pump Type Sump Pump 15 M3 hour / 2. cable. aligning.135 6 2. temporary warehousing. Excludes cranes.500 5.568 122.’S MATERIAL COST $316 S.036 113.5 HP SS Transfer Pump 25 M3 hour / 2.842 78.80 km. lifting into position.701 82. setting.100 250 500 5 15 25 7. site transportation n/e 0.624 20 30 52 78 57 43 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) If pumps and motor are skid mounted multiply above units by 0.447 6.490 46 104 145 59. unpacking. refer to productivity adjustments on page 2 to calibrate installation manhours. GALLONS MATERIAL COST 304 S. leveling. piping.50 miles – 0. grouting.S M.H. M. supports. REACTOR 50 PSI: JACKET 100 PSI: Installation man-hours include unloading.85. and system check out.653 49 116 153 71 . brackets.18 / $37 per Liter (B) REACTORS – DIMPLE JACKET.’S 2.226 21.000 51. 24” diameter (2. lifting into position.25 – 0. and system check out.10 .50 miles – 0. temporary warehousing. lifting into position. setting.028 72 . aligning. cable. Excludes cranes.(71) REFRACTORY LINING (A) Refractory Lining 1 Brick thick to stack. supports. and system check out. per Gallon 1.50 miles – 0. 48” diameter (3.809 12 $21.1.138 1. cable. foundations. (73) STACKS (A) Stack w/o flare tip. leveling.50 ton 96’ high. unpacking. leveling.H. site transportation n/e 0. grouting.57 . unpacking.00 ton 40’ high. Volume (Gallons) Weights Pounds / kg Man Hours M.66’ high. piping. cranes.591 96 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (74) TANKS / STORAGE / SPHERES (A). temporary warehousing.463 SILO / HOPPER: (A) CONICAL ROOF: Installation man-hours include unloading. brackets. conduit and electrical hook-up: Equipment and labor cost $4. setting holding down bolts. Excludes cranes. piping.404 33 $68. aligning. Size 5’ – 15’ Diameter .873 2. STORAGE SILO: Installation man-hours include unloading. foundations. grouting. C S A 515 Height 20’ high. setting holding down bolts. setting. supports. site transportation n/e 0.600 . 72” diameter (15.80 km.$6. brackets.000 2.50” thick wall.00 ton) $ Cost Man-Hours $4.20 per cubic foot. Diameter Cost per LF 18” 24 36” 48” (72) Cost per M 224 347 571 751 735 1.180 28 0. conduit and electrical hook-up: 0.80 km. unpacking. supports. Excludes foundations. temporary warehousing. unpacking.410 83. setting.H. site transportation n/e 0. and system check out. temporary warehousing.500 151.000 2.729 $166. lifting into position.500 .014 0. leveling.600 $51.50 miles – 0.H.000 (B). cable. site transportation n/e 0. site transportation n/e 0.745 M. temporary warehousing. piping. unpacking. brackets. 3. aligning.1.053 $75.263 $248.093 13.800 69. cranes. setting.57 20’ / 610 25’ / 7.62 30’ / 9.034 19. leveling. cable.50 miles – 0.15 35’ / 10. leveling.67 40’ / 12.481 9.500 29. lifting into position. aligning.80 km. piping. brackets. grouting.72 50’ / 15. Excludes cranes. lifting into position.281 $125.225 51.348 $303.24 19. Excludes cranes.000 10.20 45’ / 13.002 0.376 $103. setting holding down bolts.800 48.400 189. cable.Reinforced Fiber Glass (Flat Bottom): Installation man-hours include unloading. grouting. 73 . setting holding down bolts. setting holding down bolts. setting.5680 22. stairway / handrail and system check out. cranes.500 .100 . and system check out.500 5.’S 8 14 19 26 32 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (C) SPHERES (ASME incl stairs A 515): Installation man-hours include unloading.2.646 $220. supports.50 miles – 0. aligning. supports.500 5.902 98 139 183 214 283 387 445 502 (D).003 0.600 88.3. STORAGE TANKS (ATMOSPH) Installation man-hours include unloading.000 50.955 35 41 53 69 82 106 0. grouting.000 7.005 0.600 119. conduit and electrical hookup.500 -10. piping.500 -23.100 .225 12. conduit and electrical hook-up: GALLONS MATERIAL COST $ 1.: DIAMETER in feet / M WEIGHT / LBS $ MATERIAL COST INSTALLATION M.80 km.008 0.37. conduit and electrical hook-up. foundations.80 km.001 STORAGE TANKS .’ s 15’ / 4.776 16.000 100.500 10.000 5. brackets. foundations.000 25.410 7. ’ s S.80 km.954 78 118 133 183 218 STORAGE TANKS (FLOATING ROOF) Installation manhours include unloading. 304 Cost M. aligning.000 50. piping. setting.120 $60.50 miles – 0. grouting.315 $52. foundations. cranes. supports.000 250. brackets.000 $23. STORAGE TANKS (CONE ROOF) Installation man-hours include unloading. lifting into position.610 $36. leveling. site transportation n/e 0. conduit and electrical hook-up.585 $78. grouting. piping. aligning. temporary warehousing.560 29 43 49 65 73 (E) (F) (G).000 200.885 $91. temporary warehousing. S. foundations. brackets. CAPACITY / GALLONS MATERIAL COST INSTALLATION M. setting holding down bolts. leveling.CAPACITY in gallons CARBON STEEL Cost M.’ s 15.000 20. leveling. cable.498 $121. unpacking.000 150.000 60. foundations.H. site transportation n/e 0.000 30.H. unpacking. supports.000 325.804 $77. temporary warehousing.622 $14. Excludes cranes.000 7.’ s 5. Excludes cranes.000 100.000 $50. and system check out. 74 . aligning. grouting.230 $42. lifting into position.479 $40. setting holding down bolts. cranes.000 100. unpacking.404 $88. Excludes cranes. cranes.730 $29. and system check out. CAPACITY / GALLONS MATERIAL COST INSTALLATION M.742 $61. and system check out.80 km.50 miles – 0. lifting into position.50 miles – 0. supports.187 $19.80 km. setting. cable. site transportation n/e 0.710 $87. brackets. setting. conduit and electrical hook-up.855 26 37 42 56 67 $34.H.000 $9. setting holding down bolts. piping.H.178 $30.671 14 21 28 43 78 94 VESSEL MATERIAL COST Installation man-hours include unloading. cable.000 25. conduit and electrical hook-up.812 $164.’ s 25.500 10. 000 CF material cost) 100.522 $70.07 $1.$3. Spheres A – 515 CS .5% – 3.000 50.000 100.54 (I).000 50.346 N/A $10.71 – 14.000 10.000 25.42 $2. TANKS / VESSEL.S / Glass Lined: MATERIAL ONLY Refer to previous tables for man-hour installation.113 $187.19 $3.35 $0.73 $2.741 $65.268 $51.55 – 18.000 (K).75 (J).116 $6.$3.000 $54.(H). API CONE ROOF C. TANKS / VESSEL. GALLONS MATERIAL $ COST PER GALLON 1.59 9.000 250.28 5. Gallons Material Cost Cost / Gallon 5.60 N/A 250.000 10.41 – 4.000 25.179 $125.000 10.000 13.$9.93 3.5/8’thick wall • • • 50.872 $85.734 $135. Gallons Material Cost Cost / Gallon 5.000 250. API CONE ROOF FRP: MATERIAL ONLY Refer to previous tables for man-hour installation.5% of 75 .639 $160.000 $45.06 $3. Gallons Material Cost Cost / Gallon 5.592 $103.50 / CF (installation 1.839 $98.000 CF material cost) Material Cost .157 $61.311 $37.51 $1.500 5.465 $9.5% – 3.08 $3.5% of Material Cost .07 $1.89 / CF (installation 1. API CONE ROOF C.S.93 $2.03 $6.000 50.000 CF material cost) 150.72 – 8.: MATERIAL ONLY Refer to previous tables for man-hour installation.000 100.000 2.172 $82.5% – 3.5% of Material Cost .73 TANKS / VESSEL.000 25.90 $7.262 $135.000 100.30 $0.000 $30.83 $0.000 10.15 / CF (installation 1. 36 2.620 $61.50 ton 2.68 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (N) Vertical Storage Bin CS Coned Bottom Cost per CF = $5. 75 Deg F) Gallons Weight $ Equipment cost Installation man-hours $ Cost per gallon 1.93 0.00 17.000 10.76 4.000 100.000 25.50 11.976 19 28 64 118 1.15 .809 $44.483 $97.000 50.80 0.293 $96. C S A 285C Gallons Weight (tons) $ Equipment cost Installation man-hours $ Cost per gallon 10.320 30 36 44 58 5.50 ton 4.803 58.10 ton 3.85 ton $9.77 0.70 ton 8.ATMOSPHERIC 25 – 50 M3 = $242 .000 30.09 (O) FRP Tank.92 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (P) Glass lined C.80 ton 5.50 ton 1.000 3.S.000 35.10 6.000 10.04 1.000 0. (Design Temp. Tank (Horizontal Rounded Ends) Gallons Weight $ Equipment cost Installation man-hours $ Cost per gallon 5.$8.54 3.000 3.45 ton $28.78 76 .953 27.$297 / M3 (M) Vertical Storage Tank.86 2.000 30.364 $71.000 75.179 12 24 32 62 9.540 $33.Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (L) STORAGE TANK .44 2.049 67.75 16. 867 3. Calcium Cubic Feet $ Cost Man-Hours 50 CF 150 CF 500 CF 50 CF Porcelain Saddles $ 628 $ 2.S.0 77 .5 3.504 2.0 3.5 8.5 4. Tank.S.5 5.000 gallon = $116 / gallon (75) TOWERS (A) Tower Packing.Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (Q) Glass Lined C.006 $ 7.316 (2 Sections) Diameter $ Cost Man-Hours 30” 36” 42” 48” 54” 60” 66” 72” 1.643 2.460 1.0 3.660 $ 3. 250 – 1.5 8.5 7.423 1.255 1.5 6.273 2.138 1.S.5 3.5 6.316 (2 Sections) Diameter $ Cost Man-Hours 30” 36” 42” 48” 54” 60” 66” 72” 988 1.5 7.286 1.612 1.197 15 45 122 12 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (B) Tower Trays / Perforated S.706 2.5 5.953 2.0 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (C) Tower Trays / Bubble Cap S.489 2.157 2.371 3.5 4. ’ s Approx Cost 20 50 100 12 32 40 $1. aligning.H.817 (B) OIL FILLED TRANSFORMERS KVA 250 500 1. brackets.323 42 135. grouting. lifting into position.131 $3. cable. setting.5 Ton) 10 trays 52’ x 7. piping.059 $4. supports.000 (C) Man-Hours 32 42 56 DRY TRANSFORMERS KVA 250 500 1. unpacking. setting holding down bolts.Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (D) Tower 15 PSIG C S A 515 / Height. conduit and electrical hook-up: Transformer Capacity KVA Installation M. leveling. foundations.80 km. site transportation n/e 0.50 miles – 0. temporary warehousing.000 (D) Man-Hours 28 38 52 TRANSFORMER 15KV 480/277 V 78 . Dry Type 480 v primary and 208 / 120 v 60 hz secondary Installation man-hours include unloading.293 162 261. diameter.50’ diameter (22 Ton) 20 trays 72’ x 10’ diameter (50 Ton) 30 trays 60. # of trays Height and Diameter $ Cost Man-Hours 32’ x 5’ diameter (8.188 337 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (76) TRANSFORMERS: (A) TRANSFORMER (DISTRIBUTION): 3 Phase. and system check out. Excludes cranes. 80 km. brackets.E. lifting into position. temporary warehousing. passivation and cleaning (pickling) and M. supports.50 / 10 (5-7) 15 (10-15) 25 (10-15) 38 57 102 127 208 337 15.329 36.9 13. unpacking. identification / stenciling & subsequent tagging. temporary warehousing. and system check out.80 km. guides.000 25.0 20.5 (5-7) 2.$112 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (77) TRAVELLING CRANE (A) OVERHEAD TRAVELLING CRANE: Installation man-hours include unloading.396 24. M. checking out of conveyor and all components.0 15.50 miles – 0.000 2. aligning. leveling.5 13.186 26. cranes. Excludes cranes.182 34.5 7.H.0 20. refrigerant / anti freeze chemicals.2 15. Plant Volume Gallons Per Day Motor H. cable.50 miles – 0.053 46. / # of items ManHours M. leveling.000 50. bolts and shims. unpacking. lifting into final position. foundations. cooling liquids. The man-hour installation units exclude initial chemical charging.0 25.5 5. Erection of supports. excludes setting holding down bolts. aligning. setting holding down bolts.KVA 100 150 300 500 $ Cost Man-Hours 11. site transportation n/e 0. brackets.278 32 42 56 Average Cost per KVA $73 .P.064 54. frames. piping. and system check out.5 / 5 (5-7) 5 / 7.500 5. Lifting Capacity Material $ Cost Man-Hours 2. conduit and electrical hook-up. per HP 2. site transportation n/e 0.172 14. TREATMENT PLANT – SEWAGE (Packaged Unit): Installation man-hours include unloading.000 10.461 42. setting.0 10. grouting. refer to productivity adjustments on page 2 to calibrate installation man-hours.2 15.1 14.348 18 24 30 36 40 48 (78) TREATMENT / SEWAGE PLANT (A).E. setting.000 15.5 79 . 710 . site transportation n/e 0. site transportation n/e 0.(79) VACUUM BATCH DRYER: (A) VACUUM BATCH TRAY DRYER: Installation man-hours include unloading.97 VERTICAL TOWERS: (A) VERTICAL TOWERS PRESSURE VESSELS -.11 $17.65 75 / 6.97 100 / 9.48 0.60 4/7 4/7 4/7 4/7 7/10 12 22 32 42 54 0.06 $13.265 $199. conduit and electrical hook-up: Area / SF – M2 # Of pieces M. grouting.not exceeding 120’ T/T: Installation man-hours include unloading. leveling.500 5. internal packing.80 km.80 km.$188. Excludes cranes. temporary warehousing.H.44 0. lifting into position.M. cable.61 $18.13 $10.19 $14.42 0. internals brackets. brackets. and system check out.50 miles – 0.935 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (C) Vacuum Pump 200 HP $110 . foundations. per SF 25 / 2. unpacking. setting. Equipment Cost 10 SF 20 SF $113. aligning.42 0.22 (B) Vacuum Dryer O. Excludes cranes. aligning.$277. and any special testing / inspection if required.29 200 / 18.000 10.70 $13. setting holding down bolts.$163 per HP (80) Vertical Receiver (25 PSI – Full Vacuum): (A) (81) Vertical Receiver (Labor & Material) Capacity in gallons 304 SS 316 SS 1.32 50 / 4. leveling.O.000 $20. and system check out.H. supports. temporary warehousing. Installation man-hours exclude installation of trays.50 miles – 0.59 $30. 80 .’ s M. unpacking.000 2. piping. lifting into position.925 . setting. 89 81 . setting holding down bolts.82 . conduit and electrical hook-up. Horizontal Vessel / Drum.4 4.: Tons Man-Hours per Ton 1 – 10 10 – 20 20 – 40 40 – 60 60 – 80 80 – 100 12.$2.76 9.60 ton 3.246 23.057 15.59 17.52 Cost per Kg $3.577 130. supports.57 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (82) VESSEL (GLASS LINED) (A) .75 ton 1. grouting.35 3. • • Vertical Distillation Tower 1” wall thick A – 515 Cost per pound $1.foundations.881 9. cable. piping.500 7.86 17.85 (B) C.500 9.000 3.5 10 8.80 5. SS 316 Gallons Weight $ Equipment cost Installation man-hours $ Cost per gallon 1.10 5.50 ton 3.00 ton 4.500 4. C S 100 PSIG Gallons Weight $ Equipment cost Installation man-hours $ Cost per gallon 500 1.20 ton 4.80 ton 26.861 61.25 2.70 ton 1.S.06 6.43 16.20 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (B) Horizontal Vessel / Drum.99 .694 145.$5.000 0.000 0.000 2.786 27 37 56 68 26. brackets.547 8 12 27 38 11. 75 ton 5.956 37.29 Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (D) VESSEL / REACTOR TANK . lifting into position.80 km.000 5. setting holding down bolts. grouting.39 3. site transportation n/e 0. leveling. (Design Temp. setting. temporary warehousing. unpacking. foundations.000 15. C S A 515 Gallons Weight $ Equipment cost Installation man-hours $ Cost per gallon 1.000 10.398 23 26 29 42 16.71 3.60 ton 3.25 ton 16. brackets. supports. Vertical 15 PSIG. conduit and electrical hook-up 82 . 600 Deg F).STAINLESS STEEL (304 / 316): Installation man-hours include unloading. cable.74 6.75 ton 8.000 1. Excludes cranes.50 miles – 0. piping. aligning.Add installation man-hours Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (C) Process Vessel.736 31.122 49. and system check out. STAINLESS STEEL (304 / 316) 400 350 300 Man Hours 250 200 150 100 50 0 100 250 500 750 1.500 5. brackets.50 miles – 0.P Weigh / Poundst # Of pieces M.H.150 5.5 / 10 10 / 12.000 15.7 3.000 10. piping. per HP 60 x 72 60 x 84 60 x 108 60 x 120 96 x 72 96 x 84 96 x 108 96 x 120 5 7.10 83 .000 2.75 2. foundations. cable. shaft alignment.6 2.5 25 37 45 25 31 47 54 3.850 8. adjusting drive.950 7 /10 7 /10 7 /10 7 /10 7 /10 7 /10 7 /10 7 /10 18. Size Of Screen L X W inches Motor /H.85 2. assume n/e 0.150 5.7 3.68 3. supports.33 3. conduit and electrical hook-up. calibrating and system check out.350 8.5 15 / 20 15 / 20 4.270 7.S.960 7.5 10 10 / 15 7.150 5.’ s M. grouting.000 Volume in Gallons (83) VIBRATING SCREENS (A) VIBRATING SCREENS C. bearings. Man-hours exclude crane rental.H. transport from temporary site warehouse to final location. setting holding down bolts.80 km distance. unpacking.VESSEL / REACTOR TANK . installation on base. A 36: Installation man-hours includes unloading. and any special testing / inspection if required.H.$2.S. unpacking. setting holding down bolts. aligning. leveling.10 3.000 gallon $4.54 Add 3% for transport to site for US and overseas applications (ocean freight would increase freight cost) (87) Vinyl Lined C. M.’ s M. piping. site transportation n/e 0. and system check out. temporary warehousing. foundations. refer to productivity adjustments on page 2 to calibrate installation man-hours.E.000 gallon 10. The man-hour installation units exclude initial chemical charging. brackets.’ s 5.80 km. conduit and electrical hook-up.91 . supports.32 50 / 4.70 2. aligning. cable.80 km. grouting. passivation and cleaning (pickling) and M.20 . site transportation n/e 0.85 25 / 2.337 $20.H. temporary warehousing. setting.30 5/9 5/9 5/9 10+ 78 88 132 188 4.986 $7. unpacking. piping. leveling. grouting.77 1.50 miles – 0. setting.(84) UNDER GROUND FUEL OIL TANK: (A) Under Ground Fuel Oil Tank Installation: Installation man-hours include unloading. AREA / SF – M2 # Of pieces M. refrigerant / anti freeze chemicals. Installation man-hours exclude installation of trays.E. and system check out. Excludes cranes. Excludes pumps. cranes. cable. packing’s. setting holding down bolts.97 (86) Vertical Distillation Tower 1” wall thick A – 515 CS • • Cost per pound $1. foundations. conduit and electrical hook-up.50 miles – 0. lifting into position.000 gallon 25. supports. lifting into position. (85) Volume Material Labor M. internals brackets. cooling liquids.H.52 Cost per Kg $4. brackets. per SF 20 / 1. Tank 84 .810 16 48 64 WIPED FILM EVAPORATOR: (A) WIPED FILM EVAPORATOR: Installation man-hours include unloading.65 100 / 9. identification / stenciling & subsequent tagging.$5. 70 gallon $3.796 M3 $4.820 $301.61 gallon $3.770 $239.901 $3.000 M3 = $470 / M3 (88) • • • Vessels 316 L 10.000 gallon 20.500 – 1.980 $5.S.S.350 M3 $4.026 M3 Storage Tank C.000 gallon 15.107 $68.45 gallon Vessel 316l / Alloy 20 • • • 25 M3 50 M3 75 M3 $133.000 gallon $37. Lined • • • 25 M3 50 M3 75 M3 $583 M3 $546 M3 $509 M3 85 .013 $54. • • • 25 M3 50 M3 75 M3 $557 M3 $525 M3 $488 M3 Storage Tank C. e. The activity of Conceptual / Front End cost estimating is a first-rate tool for forecasting the cost of a CAPEX project (s). When you come right down to it a capital cost estimate is an evaluation / opinion of the final capital cost of a Engineering.000 gallons a day. 000 gallons per day.SECTION D 1 FRONT END & SEMI . this resource / tool can be used to explain or support the decisions made and is many times the genesis of the project (s) scope and the how the scope was developed and how the final estimated cost was arrived at. engineering deliverables) the estimator / cost engineer / project manager can either use the ratio method described earlier in section B 2 or if better / enhanced definition on the study / proposed project is available can choose to compile a Front End / Semi Detailed Estimating approach described in this section. The end result should result in more consistent and accurate front end estimates. used correctly it is the initial control budget. what if we produced 14. what would the plant cost if we built it in Mexico. plant or facility: the major activities will comprise of: • • • • Front End Economic studies The Detailed Design Effort Field Construction / Site In-Directs / Construction Equipment / Field Establishment Project Management / Construction Management and Procurement activities Other items could include contractor’s fees. Procurement and Construction (EPC) project. coming at the estimator. it can be used to generate “new” estimates with an accuracy of +/. currency fluctuations specific to the CAPEX project. (VAT on overseas applications). Procurement and Construction (EPC) project(s) comprises of all the activities and expenditures associated with a specific building. an estimator / engineer familiar with this method can save a great amount of time utilizing this method. (how it was compiled and possibly modified along the early stages of the projects life cycle).DETAILED ESTIMATING METHODS The section will in many ways will assist in condensing the cost estimators estimating efforts and the will optimize the time needed to compile a front end estimate. insurance (BAR and workers compensation) and local state taxes. It is the contention of the authors of this database that a complete Front End & Semi-Detailed Estimate(s) can be compiled for a Manufacturing / Process and Commercial type facility from the data contained within this section together with data from earlier sections of this annual cost database. lots of questions. bonding.15% it can also be used to check conceptual and detailed estimates. tariffs and import duties. should we “stick” build it. as we all know many times the scope and timing of capital projects will typically be subject to numerous changes during the projects life cycle (how much would it cost if we produced 10. The (CAPEX) capital cost for the Engineering. Depending on extent / degree of design definition (i. an estimator or engineer who is skilled in producing front end & semidetailed estimates is a valuable resource to his or her employer. would we save time and money if we used modules in the construct effort. Semi-Detailed estimating is a powerful estimating tool.. of course all these “factors” will impact the cost of the plant). the end uses of an capital cost estimate are focused on the expected / probable final cost of the completed EPC CAPEX project(s). it is basically a hybrid of two estimating methods (1) Conceptual Estimating and (2) Detailed Estimating. in addition it is a planning and scheduling tool that can be utilized to determine the manpower requirements / peak 1 . the reasons / need for cost estimating have stayed much the same over the years. refer to Classification of Cost Estimates and Range of Accuracy on the following pages. (dependent upon the level of effort applied to the front end engineering / estimating effort. The know-how of estimating is not magic or a mystery nor is it an exact science. the following scope / data / deliverables (engineering and estimating) information is many times required to complete a front end / semi detailed estimate (accuracy +/. the following engineering deliverables are usually required to complete the type of capital cost estimate. how long should we keep this labor resource. An engineering / estimating plan.). 3. it can be used as a means for arriving at a cash flow / spend out plan. preliminary.manpower needs to complete the current “known” scope – this can be used to determine field labor needs and Home Office engineering needs. specifications of facilities / buildings (siding. 4.L.E.). 2 . conceptual. value to cover the cost of the offsite related work). 6.F. when will it be completed. general arrangement and major equipment location drawings / photographs / videos. feasibility. how much material do we need order. concrete block. The endeavor of “estimating” (looking into the future. source of the cost data and the resulting accuracy need to be fully document in finalizing the capital cost estimate. the resulting accuracy is in many ways contingent upon the quality / exactness / accuracy of the scope of work statement and other project related data / information and time and resources available to complete the front end engineering package and estimating effort. Whatever the case may be.B. who does it get presented to. utilities and main piping locations (if this scope is not defined apply a value of between 20% and 60% to the I. A Preliminary scope of work statement / execution strategy. questions and more questions are needed to be known before moving forward upon any significant EPC project(s). order of magnitude. or one of the final deliverables of a proposal effort and or the initial project control framework of an EPC project. definitive or lump sum capital cost estimate. Bar chart schedule indicating major project milestones. a bidding / budget tool. contingencies. who does what. roads. is what this activity is all about) has been around for a long time. 8. hundreds if not thousands of years. a discussion document to resolve risk or scope items. when is the information required. A listing Offsite related work. how are we going to engineer / estimate this study / project. capacity / sizes and materials of construction. open structure etc. A Major Equipment list together with an outline specification. appropriation (A. PFD’s and P& I D are at between 10% and 100% complete. it requires the input of an individual(s) that is organized and analytical in his or her work effort. who is the point of contact. how many men should we hire. Available site plans. A front end / semidetailed cost estimate can be any kind of capital cost estimate blue sky. when is the study / estimate required. 9.20%): Assumptions and exclusions. Sizes / footprints / number of floors etc. Preliminary sketches / drawings indicating major equipment foundations. 2. 1. 7. how much will it will the piping cost. 5.S. C.) detailed list with sizes and specifications Approved equipment layout drawings Final equipment layout drawings S/C quotations (M. B. The following is a recap of engineering deliverables basic estimating data required to compile an estimate for the following estimating types / categories A. Plant location Facility / Plant production target Milestone schedule dates / Bar chart listing Engineering / Procurement and Construction start and finish dates Detailed CPM / gnat chart schedule / Integrated project schedule Permits (Environmental / State / Local / Building) Approve Project Design Basis Completion of similar project Soil investigation / hydrology report Preliminary plot plan Final plot plan Site visit (mandatory for C.) Major Equipment list with firm bids / prices and vendor assistance values Use of refurbished equipment Plan for providing utilities / services Approved utility flow diagrams (UFD’s) Listing of utility equipment together with budget pricing Final utility flow diagrams and Final Pricing from vendors Preliminary plot plan Approved Final plot plan Building footprint sizes / Space needs / Room use Building footprint sizes / elevations / sections and specifications Demolition scope details Preliminary foundation design Preliminary structural steel design Architectural elevations.E. (sometimes this is not available). details and finish schedule AFC C/S/A drawings 25 – 40% engineering (P&I D’s) flow diagrams Material of construction selected P& I D’s flow diagrams %0 – 70%% complete. D and E.E. pipe racks / hangars are conceptually designed (early conceptual take-off completed) P&I D’s 80% approved – (computerized bills of quantity generated) I/C philosophy is determined PLC / DCS needs are determined 25 – 50% engineering (P&I D’s) flow diagrams completed Preliminary Instrument list and specifications is determined – budget pricing obtained 3 A B C D E Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes . A preliminary instrument list.) list with sizes and materials specifications Major Equipment (M.E. CAPEX COST ESTIMATING TYPES / ENGINEERING DELIVERABLES REQUIRED Ref # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 Engineering Deliverables / Detailed Design Data Approved written Scope Document / Scope of Work Statement. D & E) Product and manufacturing capacity / targets Process flow diagrams PFD’s / Block flow diagram Approved Equipment List Approved Equipment specifications Approved Heat & Balance Preliminary engineering (P&I D’s) flow diagrams Final / Signed Off engineering (P&I D’s) flow diagrams Preliminary Major equipment (M.10. drawings and other H. C: AFE / Board Approval Estimate: Class 3 / FEL3 .S. E: Lump Sum / Bid / Definitive Estimate / Turnkey: Class 1 .O.20% +/. conduit and cable tray together with all miscellaneous electrical materials completed and priced out by vendors Preliminary insulation requirements Detailed equipment list / piping with insulation requirements Approved engineering (P&I D’s) Detailed insulation spec’s Various unit prices / bids from Sub Contractors Spare Parts. Data Procurement plan / Contracting strategy Construction Field Establishment & Support .Design typically 50 – 100% complete. O.Design typically 25 – 45% complete.M. Note: (D) & (E) above would be compiled when detailed design is well advanced.Cranes.35% +/.L. D: Budget Control / Baseline Estimate: Class 2 . related costs. support labor. C M details.Design typically 5 – 10% complete. B: Preliminary / Front – End / FEED / Feasibility Study: Class 4 / FEL2 . trailers. Estimate Range of Accuracy: Consider both applications listed below a make a judgement. taxes and insurance Percentage factor of construction costs for initial estimates and benchmarking final values Preliminary / Final estimate of man hour requirements (HO and Field) Detailed estimate of EPC H.O.Design typically 0 – 5% complete. Estimate Type Front End / O. the most current detailed design and pricing data should be incorporated into (E) estimates.10% .46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 Approved Final engineering (P&I D’s) approved / instrument list is generated and out for final pricing Instrumentation list is approved Sub-station MCC designed and sized and placed on order Preliminary single line diagram and specifications / motor list area classification determined Preliminary lighting needs and specifications / motor list Approved Final single lines / motor list / area classification Final specs power / lighting needs. Painting. batch plant. testing.B. Refractory. field offices and staff Field procurement / warehousing COA / Escalation / Fee / Detailed Design and field professional man hours determined / Bonds / Insurance / Start up costs / other costs Contingency determination (use REP / MC simulation for D & E estimates Detailed Management Estimate Review / Estimate Basis (exclusions / inclusions) Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes A: OOM / Concept / Screening Estimate: Class 5 / FEL1 . in addition a detailed Management review should be initiated to ensure the total scope has been “captured” and priced / included in the Lump Sum / Bid / Definitive Estimate / Turnkey estimate. / Conceptual Estimates Appropriation / Preliminary Estimates Definitive Estimates / Lump Sum Accuracy +/. area classification map Quantity take-off’s completed for cable.O.5% Another method for determining contingency and accuracy is as follows: 4 . Heat Tracing Freight Costs Percentage factor of direct costs Detailed estimate of construction equipment and small tools Detailed estimate of field support man hours Detailed estimate of bulk materials.25% . Vendor Assistance.25% .Design typically 10 – 15% complete. travel. Type of Estimate OOM / Ball Park / Blue Sky Conceptual / Pre - Design / Feasibility Front End / (FEED) / Preliminary Budget Control Lump Sum / GMP / Turnkey Contingency % 30 - 40 20 – 30 15 – 20 7.5 – 15 2.5 – 7.5 Accuracy % +/40 – 50 20 – 30 15 – 20 5 – 10 0-5 The best solution perhaps is to use an average of both methods indicated above to arrive at a value that meets the reader’s needs. The following data / man hours, material and installation units have been collected over a period of 15 + years the charts / tables following are not in alphabetical order, it is the intent of the publisher to update / add to this data source in the next and subsequent updates. The following front end and semi-detailed capital cost estimating method detailed in this section includes a reasonably uncomplicated procedures that will permit estimators, cost engineers and project / site managers to rapidly and precisely: Evaluate EPC firms / contractors / subcontractors / vendors proposals. Compile O.O.M. / front end / conceptual / semi detailed estimates with negligible / limited project specific data. Pre-Project / early funding studies: Audit cost estimates compiled by other organizations. Verify / Audit / Challenge the cost of proposed scope modifications / change orders. Assistance in auditing any possible claims (the official audit trail): Planning / Scheduling the Engineering, Procurement and Construction effort, i.e., manpower requirements and long lead delivery items. Cash Flow forecasting: Assist in providing basic capital cost data specific to future Value Engineering studies. Assist in benchmarking actual performance V’s planned. This method / approach can be put into action at the early engineering / design phase (the overall detailed engineering effort may be less than 5% complete, sometimes even before detailed design has been started) i.e., partially complete P & I D’s, i.e., the P & I D’s may only be between 20% and 50% complete and the general arrangement / plot plan related drawings, i.e., these drawings could be substantially less than 100% complete, the merit / worth of the resultant cost estimate(s) may well be as superior as a traditional detailed cost estimate typically prepared at the 10% - 20% detailed engineering milestone by corporate engineering group, EPC contractors / engineering firms and contractors, more often than not with more engineering resources required to produce the level of engineering required to produce the resultant engineering deliverables (drawings, specification and bills of quantities) and the resulting significant financial expenditure to get to this level of engineering. Sometimes these front end / semi detailed estimates are more cost effective than and as accurate as the detailed capital cost estimate that is produced at the 20% - 25% engineering milestone. This front end estimating method / approach does not rely totally on “priced / quoted” major equipment values (described in Section B 2 earlier) this method can be helpful if certain key quantities can be established, i.e., cubic yards of concrete, tons of structural steel, lengths of piping etc. can be established and added to the Major Equipment (M.E.) cost. The data indicated on the following pages under the heading of “Historical Benchmarking” data. These data point include (1) Cubic yards of concrete per M.E. item, 5 (2) Tons of structural steel per M.E. item, (3) L.F. of pipe per item of M.E. plus a number of other useful metrics that will assist in compiling a Front End / Semi-Detailed Capital Cost Estimate. The following comments apply to the data contained within this section. 1. The estimating all in unit costs which are detailed are on a U.S. basis, these units can be modified / calibrated by use of international location factors to determine the cost of plant / or facility located in an overseas location. 2. This “front end” capital cost estimating method / approach presents sufficient general data / information to allow the scope of work statement, cost control, value engineering data and EPC (eng / procurement and field activities) to be monitored throughout the detailed execution phase of the project, perhaps until a detailed control estimate is compiled, usually when the detailed engineering effort is 20% to 40% complete, hopefully the civil drawings will be completed, allowing the civil field work to commence. 3. The method / approach contains basic milestone / benchmarking points for the application of risk management, value engineering considerations, resolution / focusing factors, range estimating, escalation determination and contingency considerations, to make the capital cost estimate more complete and reflective of the scope to be completed. The compilation i.e., the “nuts and bolts” (front end engineering and estimating effort) of producing a front end / semi-detailed capital cost estimate for a intermediate sized i.e., $5 - $10 million refinery / chemical / process / manufacturing related grass roots and revamp plant with approximately 10 - 40 items of major equipment, i.e., pumps, heat exchangers, vessels etc., (not the off sites; this is usually estimated with a percentage value 20 – 60% of the I.S.B.L. work, this is usually adequate at this stage of the projects life cycle, if the I.S.B.L. scope is known use the following data to budget / estimate the cost of compiling a front end / semi detailed estimate) this effort would more often than not take an estimator / project manager no more than 40 – 60 hours (this is only the estimating, cost data collection effort ) this together with the front end engineering / study effort (perhaps no more than 60 to 160 hours of additional effort by a Chemical Engineer / Project Engineer P.E. / Purchasing Agent, making calls to vendors for budget pricing, etc.). The Front End / Semi detailed engineering / estimate study should contain the following deliverables, items 1 – 5 would be produced by the Chemical Engineer / P.E. / Purchasing Agent (would have a minor role), with the Estimator / Project Manager compiling items 6 and 7, this effort say 200 hours x $70 / hour would cost $14,000 1. Production of conceptual / preliminary / front end scope of work statement / package / execution approach. 2. Preliminary major equipment list (with vendor budget quotes on the main equipment items, hopefully based on prelim, spec sheets). 3. Preliminary project outline specifications. 4. Preliminary P. F. D.’s / P. & I.D.’s. 5. Conceptual plot layout sketches / general arrangements / major equipment locations / footprints and numbers of floors for any required buildings / facilities. 6 6. A Front End / Semi Detailed Estimate, with a narrative / basis of estimate and a contingency allowance of between 10% and 15%. 7. Milestone schedule indicating the start and finish dates of the major Engineering, Procurement and Construction activities. Historical Benchmarks The following table indicates typical ranges of support facilities / services / utilities, expressed as percentages of the bottom line (TIC) cost of a Chemical facility. In addition to this table there are a number of additional tables that highlight various historical benchmarks. Category Admin building / guard house Buildings / change rooms / control rooms / administration offices (not main admin office) Cooling water supply and distribution Expensed items (demo / dismantle / repairs / sunken costs) Fencing Firewater water supply and distribution Gas supply and distribution Loading area (scales / loading docks) Railroads Roads / walkways Steam production / boiler and distribution Water treatment Water supply and distribution Waste treatment Warehouse finished products Warehouse raw products Tank farm Yard lighting Percentage Range 1.50% - 8.50% 0.50% - 4.50% 0.50% - 1.50% 0.25% - 1.75% 0.10% - 0.25% 0.50% - 0.75% 0.50% - 1.25% 0.15% - 0.50% 0.50% - 1.00% 0.50% - 2.50% 1.50% - 5.00% 0.25% - 1.50% 0.25% - 0.75% 0.50% - 1.50% 0.50% - 5.00% 0.50% - 2.50% 0.50% - 7.50%% 0.15% - 0.30% Major Equipment Cost per item (I.S.B.L.): Number of M.E. items 25 50 100 200 300 Cost per M.E. item $2,638,283 / 105,531 $4,147,883 / 82,958 $7,870,690 / 78,707 $15,305,997 / 76,530 $22,660,176 / 75,534 For applications were the M.E. count are less than 25 use $110,800 per M.E. item. Cubic Yards of Concrete per piece of Major Equipment (I.S.B.L.): 7 Number of M.E. items 25 50 100 200 300 Cubic Yards per M.E. item 515 / 20.6 788 / 15.76 1,137 / 11.37 2,269 / 11.34 3,331 / 11.10 For applications were the M.E. count is less than 25 use 25 CY per M.E. item. Tons of Structural Steel per piece of Major Equipment (I.S.B.L.): Number of M.E. items 25 50 100 200 300 Tons of S.S. per M.E. item 69 / 2.76 117 / 2.34 221 / 2.21 423 /2.11 689 / 2.2 For applications were the M.E. count is less than 25 use 3.0 tons per M.E. item. LF of pipe per piece of Major Equipment (I.S.B.L.): Number of M.E. items 25 50 100 200 300 LF of pipe per M.E. item 14,370 / 575 26,370 / 527 48,760 / 488 73,830 / 369 94,167 / 313 For applications were the M.E. count is less than 25 use 650 LF per M.E. item. Heat Exchanger (S & T) C.S.: Area 100 500 1,000 Cost per SF $69 - $102 $46 - $79 $28 - $54 Heat Exchanger (S & T) Polished S.S.: Area 100 500 1,000 Cost per SF $350 - $625 $145 - $254 $117 - $151 Vessel Atmosphere / Pressure, C.S. Gallons Cost per Gallon 8 100 500 1,000 5,000 10,000 $46 - $74 $18 - $34 $9.24 - $13.13 $2.84 - $6.93 $2.10 - $3.47 Tower (Distillation) with 20 – 30 trays 60’ to 70’ high Dia / Inches 24 36 48 60 72 100 PSI Material only $ Cost 55,055 69,901 73,555 81,855 112,874 250 PSI Material only $ Cost 72,500 79,671 96,185 114,104 161,461 Direct Field Construction Hours per piece of M.E. (I.S.B.L.) Number of M.E. items 25 50 100 200 300 Number of M. H.’s 40,990 / 1,639 79,600 / 1,592 143,700 / 1,437 296.800 / 1,484 471,200 / 1,570 For applications were the M.E. count is less than 25 use 1,750 M.H. s per M.E. item. Number of piping lines per piece of M.E. (I.S.B.L.): Number of M.E. items 25 50 100 200 300 Number of piping lines per M.E. 189 / 7.9 346 / 6.9 678 / 6.8 873 / 4.4 1,065 / 3.5 For applications were the M.E. count is less than 25 use 10 lines per M.E. item. Number of instrumentation loops per piece of M.E. (I.S.B.L.) Number of M.E. items 25 50 100 200 300 Number of instrumentation, loops per M.E. 98 / 3.9 179 / 3.6 316 / 3.2 588 / 2.9 N/A 9 For applications were the M.E. count is less than 25 use 5 loops per M.E. item Bulk Material (L-M) per item of M.E. (I.S.B.L.): Number of M.E. items 25 50 100 200 300 Bulk Material (L-M) per item of M.E. $3,786,300 / 151,452 7,373,100 / 147,462 14,488,000 / 144,880 28,612,080 / 143,060 40,950,315 / 136,501 For applications were the M.E. count is less than 25 use $156,700 per M.E. item. Home Office - Engineering, Procurement and Construction (EPC): Typical Hourly Rates: - Charged to Owners by EPC firms working on major US domestic and overseas Refinery / Chemical / Manufacturing CAPEX Projects - ranging in value from $25 million - $500+ million. (Note these are 2009 bill-out rates for US based staff, CAD machine costs are not included in rates, Xerox copies, express mail, long distance telephone calls are not included in rates and would be additional to the rates indicated below (this value could range between $4.50 - $7.50). Rates include salaries of staff, fringe benefits, and rent or leasing costs of office accommodation, electricity, heating / air conditioning, maintaining office (cleaning); support staff such a HR department / security services, the rates include a profit margin of 7.5% - 10%. (Note these rates correspond to a multiplier of 1.8 - 2.6 of W2 salaries). The day rates are based on 8 hours per day, many projects work 5 -10 hour days and 4-10 hour days the following week, for an average of 45 hours per week, adjust day rates if this is the situation. Skill # 1 2 3 4 5 6 7 8 9 10 11 12 13 Staffing Description / Classification Project Director / Project Manager Deputy Project Director / Project Manager Engineering Manager Business Manager (Contracts / Procurement / Project Controls / Administration) Deputy Business Manager Lead Discipline Engineer * Senior Discipline Engineer * Discipline Engineer * Project Controls Manager Field Manager / Agent Lead Estimator Estimator Junior Estimator Minimum Man-hour Hourly / Rate in US $ $150 $140 $140 $140 $135 $120 $110 $100 $130 $105 $115 $105 $60 10 Minimu m Day Rate in US $ $1,200 $1,120 $1,120 $1,120 $1,080 $960 $880 $800 $1,040 $840 $920 $840 $480 Maximum Man-hour Hourly / Rate in US $ $200 $180 $175 $175 $155 $145 $135 $120 $150 $140 $135 $125 $85 Maximum Day Rate in US $ $1,600 $1,440 $1,400 $1,400 $1,240 $1,160 $1,080 $960 $1,200 $1,120 $1,080 $1,000 $680 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 Lead Planner Planner Junior Planner Lead Cost Engineer Cost Engineer / Cost Analyst Senior Quantity Surveyor Junior Quantity Surveyor Lead QA / QC Engineer QA / QC Engineer Lead Procurement / Contracts Manager Deputy Procurement / Contracts Manager Contracts Engineer - S/C Coordinator Procurement Team Member Expeditor / Trafficking Coordinator Warehouse Materials Coordinator Vendor Inspector (Equipment) Contracts Administrator Lead Designer Designer / CAD Operator Document Control Team Member Secretary / Administrator Home Office Construction Manager Project Accountant Accounts Payable Clerk H O Safety & Health Manager Commissioning / Start Up Engineer $115 $105 $60 $115 $100 $115 $50 $110 $95 $110 $920 $840 $480 $920 $800 $920 $400 $880 $760 $130 $125 $85 $130 $120 $130 $85 $130 $120 $135 $880 $100 $100 $85 $80 $55 $75 $65 $85 $60 $55 $40 $105 $85 $50 $85 $105 $1,080 $125 $800 $800 $680 $640 $440 $600 $520 $680 $480 $440 $320 $840 $680 $400 $680 $840 $125 $110 $90 $90 $110 $95 $115 $95 $85 $65 $135 $110 $85 $120 $125 * (Civil / Structural / Architectural, Process, Mechanical / Rotating Equipment, Building Services, Piping, Electrical, Instrumentation and various specialist engineers) Detailed Design / EPC Engineering Hours: Determining and estimating the EPC contractors detailed engineering costs can be calculated as a percentage of the direct project costs, refer to section A-3 for examples of this application, this method is used many times in front end / semi detailed estimates. Items to consider when selecting a value / or percentages are: 1. Location North America or overseas. 2. Productivity of engineering firm. 3. New technology / duplicate plant. 4. Green field site / inside an existing operating unit. 5. Revamp / upgrade / demolition. 6. Plant size and complexity. 11 $1,040 $1,000 $680 $1,040 $960 $1,040 $680 $1,040 $960 $1,000 $1,000 $880 $720 $720 $880 $760 $920 $760 $680 $520 $1,080 $880 $680 $960 $1,000 7. EPC Engineering contractor skill set / size. 8. Non-process buildings / facilities. 9. Execution method, lump sum / direct hire. 10. Off-sites, additional utilities. 11. Corporate Engineering / Plant Engineering involvement. 12. Schedule requirements, fast track / shift work. / over time. The following is the engineering / design man (detailed design) hours per piece of major equipment (pumps, vessels, heat exchangers, towers, etc.) data is from a number of new / green field and revamp / upgrade chemical / refinery projects completed in North America in the 1990’s. Total EPC Home Office per piece of Major Equipment # 1 2 3 4 5 6 7 New or Revamp New plant New plant New plant Revamp Revamp Revamp Revamp Facility Size Small Mid-sized Large Small Mid sized Large Mid sized Hours / M.E. items 5,560 / 12 17,750 / 23 40,204 / 97 7,970 / 7 33,395 / 31 73,899 / 83 31,370 / 34 Hours per M.E item 463 772 414 1,138 1,077 890 923 As can be seen from the above data, the engineering man hours per piece of major equipment falls in the range of 400 – 1,200 man hours, these man hours include: Project Management / Project Engineering Engineering / Drafting / CAD Procurement activities / Contracts / QA/QC Project Control H.O. Construction Support / H.O. Accounting / Administration Above man hours include the total home office involvement as listed, excludes site management team. Note the above data points exclude O.S.B.L. (off sites work). Typical Production hours to produce various Drawings specific to a $10 - $50 + million “process” related facility: Discipline Civil Drawing / Arrangement Type Site Works General Layout Foundation layout Foundation / wall sections and detail Underground services Rebar details Parking lot drawing 12 Man-hour Range 60 – 120 80 – 120 80 – 120 60 – 120 60 – 80 40 – 60 Architectural Structural Mechanical Major Equipment Process Process Pipe Electrical I/C OSBL Data Facility General Arrangements Wall sections Floor plans Finish schedule Framing arrangement Flooring details Platforms / ladders and stairs Pipe rack arrangement Building MEP systems HVAC layout Building MEP list Major Equipment layout Major Equipment list Data sheet Insulation / tracing schedule Block Flow Diagram (BFD) Utility Flow Diagram Process Flow Diagram (PFD) Piping & Instrumentation Diagram (P&ID) Heat and Material Balance Piping General arrangements Plot Plan ISO’s Insulation / tracing schedule Area classification Single line drawings Motor / Electrical load list Lighting plan I/C List Utility tie-in points Other OSBL key data OSBL equipment list 80 – 120 40 – 80 60 – 100 80 – 120 40 – 80 40 – 80 50 – 100 60 – 120 60 – 90 40 – 60 40 – 60 40 – 80 60 – 140 25 – 50 30 – 60 50 – 100 50 – 100 60 – 120 80 – 160 50 – 100 60 – 120 60 – 120 10 – 18 30 – 60 40 – 80 40 – 100 40 – 80 30 – 60 50 – 100 20 – 40 30 – 60 40 – 80 Demolition 1.5 – 3.5 hours per ton for demo of equipment and piping 0.0025 – 0.005 hours per CF content of demolished facility Miscellaneous Items: when sketches and preliminary drawings / engineering deliverables are on hand, formulate approximate quantity take-off’s and use prices indicated in B 4 earlier in unit price section and / or the all in pricing data indicated below. Quantify and estimate as many work items that can be quantified from the engineering deliverables available and the time / resources available. Various all inclusive price lists (Labor & Material) Unit Prices used for quick OOM budgets or for checking pricing from a contractor. (Includes contractors O/H and profit) (To convert SF to M2 multiply by 10.76 – to convert LF to M multiply by 3.28) Item Unit Of Measure 13 $ Cost 25 .50” Sheet vinyl floor (lino) Polyurethane concrete screed 0.81 43.10 1.75” dia.36 2.99 22 – 39 3. 4’ I. with 6” stone base Ditto 6” thick SOG Ditto 6” broom finish Copper pipe. incl.353 38.09 0. s CY) Site clearing / grubbing Excavation and disposal within 5 miles Rock removal (light) Rock removal (heavy) Backfill compacted Imported stone / sub base Asphalt roads (6”paving/ 6”stone) 6’ Wire / Chain fence Manhole.73 5.84 25.30 – 0. type M Ready mixed concrete 3.81 5.95 79.987 7.19 34.88 27.850 – 54.89 – 7.29 18.H.350 3.G.75 231 LF SF SF SF SF SF SF Ea Ea SF SF SF SF SF SF SF SF SF SF CFM CFM CFM Ea Ea Ea Per floor CF TON CY 100-139 2.68 – 2.Vinyl Tile Floor Cabinets 30” high with doors 30” deep (metal/ wood) Casework 30” high ditto Self leveling epoxy floor 0.50” Epoxy Terrazzo Phenolic resin work top 1” thick Ditto 0. 4’ deep Metal sheet piling PVC U.43 152. Concrete.94 5.07 14 – 19 11 – 17 546 – 945 446 – 756 16 – 34 0.075 0.69 5.812 – 6.46 2.63 23.89 – 4.000 PSI Railroad track 14 SF LF 2.55 ACRE CY CY CY CY CY SY LF Ea SF LF LF LF LF LF LF SF SF SF LF CY LF 2.20 – 53.09 9.75” thick Directory Boards 4’ x 3’ Emergency Lighting (nic-cad) Bally boxes / cold storage areas Lawn Sprinkler System Welded PVC Floor High Pressure Laminated Wall System Clean Room Demountable Wall Panel Ceiling Demount / Access Clean Room Ceiling board (glass fiber coated) Metal pan tile Ceiling board (with sheet vinyl) Gyprock ceiling board (on metal studs) Air handlers (Equipment only) Fans & Blowers (Equipment only) Dust Collectors (Equipment only) Lab Centrifuge Unit 2. 6”dia ditto 8” Slab on grade 4”reinf.17 20.64 20.56 21.15 – 70.53 45.25 13. drains.D.30 29.145 5.47 – 41.48 2678 29.61 39.57 4. 0.79 20.25 23.84 5.94 28.25 4.14 2.95 29. excav & b/fill 2” dia ditto 4” ditto 6” ditto 8” Land drain porous concrete.5 CF (Equipment only) Anaerobaric chamber 12 CF (Equipment only) Dock Levelers 6’ x 8’ Elevator (hydraulic) Building Demolition (excludes tipping fees) Tipping Fees Hand excavation one lift / medium soil (2 M.20 5. 57 84 – 103 2. Structural Steel material costs and erection man hours typify the average of the hours and material unit prices utilized by various large structural steel fabricators / installers. s / Ton Structural Steel light / medium Structural Steel heavy Miscellaneous.57 3. welding and one primer coat of paint (excludes grouting).15 – 4.16 31.22 1.26 42.Caisson 24” dia.89 – 3.334 $11.15 – 5. Compile estimate by buildings / facilities.10 – 6. filled with concrete Ditto 30” ditto Ditto 36” ditto Concrete curb.73 – 6.19 – 9.58 12. fabricated and delivered to the job site.25 4.55 – 14.68 79. generate quantity take-off’s and convert to pounds / tons (weights can be obtained from various construction reference books / tables) from available drawings / sketches and costs from Section B 4.H.619 $2.40 – 37.19 – 14.56 10. including associated aligning and leveling.20 11. or use the following all in pricing listed below.49 3. process structures.12 16.54 7.25 SF .49 – 20.88 – 9.17 20.25” Glazed ceramic tiles (both sides) CCTV system (1 TV & Camera) LF LF LF LF SF SF CF LF LF LF LF LF SF SF SF SF SF SF SF SF of lab are SF SF SF SF SF SF 54. cast in place 6” x 12” Sandblasting Bush hammer concrete Grout non shrink Rubber Water stop 6” 1” dia Pharmaceutical Grade 316 SS pipe 1. miscellaneous platforms and pipe supports / racks. Material $ Cost .70 SF SF SF SF SF SF Each 15. galv $2.73 4.99 25.42 – 3.04 – 29.11 – 23.77/SF 15 12/14 12/14 48/56 44/60 0. iron work).08 15. bolts / brackets / gusset plates.5” dia ditto 2” dia ditto 3” dia ditto Lay in Ceiling Tile 4’x 4’ Lay in tile with epoxy / PVC finish Lay in washable tile with mastic sealed joints Drywall / plasterboard with epoxy paint Drywall / plasterboard with h p laminated Demountable walk able clean room system Vinyl Tile (VCT) Casework Vinyl Sheets with welded seams Welded PVC floor Epoxy Resin 3/8”thick Ground Epoxy Terrazzo with 3”coved skirt 4” concrete block wall with drywall on both sides 4” Drywall / plasterboard both sides with epoxy paint 6” Block with screed and epoxy paint both sides 4” Demountable Clean room wall panel 4” Drywall / plasterboard b /s with welded PVC 4” Drywall / plasterboard with h p laminate Trespa wall facing (both sides) 0..M.44 47 54 64 82 2.41 6.50 13.67 4.972 $6.57 2.20/0.93 12.44 2.08 66.885 Structural Steel (Misc.99 – 4.47 – 3.446 $5.75 – 21.89 1. platforms w/o grating Miscellaneous ladders Grating. 22 .597 $2.21 .105 .155 .45 M.64 1.275 .12/SF Excludes crane / crane driver costs Structural Steel weights per SF • Warehouse 8 –14 pounds • Manufacturing Building (2-4 floors) 12 – 20 pounds • Office / Admin Building (2.90 M. 2.235 .41 .126 95 .475 . 3.000 200 / 350 300 / 500 400 / 600 250 / 350 16 .H.15 3.163 84 . galv Stairs.97 / LF $45.000 / 10. 5.87 1.000 500 / 700 250 / 400 750 / 1.335 . The following are typical buildings / facilities that would be found on a typical process / refinery / manufacturing facility. galv Pipe rack steel Metal Decking 20 g 1.10/SF 0.33 Facilities / Buildings calculate footprint area / usable space / multiply by number of floors.86/SF $19.45 .185 . refer to section B 3 for appropriate building type or below for approximate square foot unit costs.999 $6. 7.126 95 .51 .90 / LF 40/48 36/42 16/18 0.H. 8. s / LF (Vertical) .935 1.39 / SF $201. Warehouse Control room 3 operators MCC room 3-5 admin offices Field laboratory (2 people) Lunch room (12 users) Change / wash room Reception / waiting area SF / $ cost Typical size in SF 53 – 79 95 – 152 89 .Grating.715 .50” deep Open Mesh / Checker plate Staircase Handrail CS Single Ditto Double $5. 6.42 /LF $33. s / LF (Overhead) . s / LF (Horizontal) .31 .4 floors) 16 – 28 pounds • Heavy Duty Manufacturing Facility 25 – 65 pounds Welding Fillet Man Hours 100% Full Penetration Fillet / Thickness 1/8” 3/16” 1/4" 5/16” 3/8” 1/2" 1” M. 1.173 63 – 116 89 – 121 5.329 $2. 4.H. 000 30 O.250 high 11.89 $111.$115. fired by natural gas (Material & Labor) Pounds of steam / hour 5.000 12.653 $151 $136. blower and drives) Tons HP CFM Material Cost Man-Hours $4.Chilled water includes coils.788 $75. 12 Hotel / Motel cost per room (3 star) $46. Hotel / Motel cost per room Average $28.5 $5. Garage / Parking Stall R.O.850 high 12. Hospital cost per bed / patient $57.948 Office Building (3 .000 Cost (M&L) Cost per pound $65.815 25 2.949 25 2.000 7.M.2 $5.930 $303 $159 $113.904 $319 $356.9 $6.5 10.709 $309 $36.E.778 Hospital (3-5 story) 250 23.500 10.500 $273 Low Pressure Scotch Boiler.5 story) 300 27.825 $11.582 $52.370 $3.18 17 .227 50 10 22 $225 $80.000 low $16.225 low . Air Conditioning / Cooling Values Facility Type SF per Ton M2 per Ton Cost per Ton $3.$173.000 6 $10.145 $11.641 10 1 5. Air . open Structure cost per car $11.500 high O.581 Hotel (3.294 $13.725 low .5 O.5 18 $225 $52.3 $2.$59.686 Refrigerated Warehouse 500 46.Handler Units (DX .563 Computer / Data Processing Center 100 9.5 $20.875 Apartment (3-5 story) 500 46.564 $183 $61.M.843 50 10 20.665 low .640 100 15 36 $350 Tons 100 200 300 400 500 Centrifugal Cost per Ton Absorption Cost per Ton System System $31.5 story) 350 32.9.06 $89.5 $6.500 high 10.400 $284 $63.C.626 $175 $90.641 Manufacturing Facility / Factory 300 27.O. / chiller / Piping and local controls Tons Material Man-Hours Miscl hook-up materials $30.9 $7. Packaged Water Chiller / Recip Compressor C / W condenser / H.M. $28 .4 for specific details regarding Major Equipment budget pricing and man-hour installation values. 304 / 316) and numerous alloy type materials that all have cost and installation consequences.85 . On the other hand. indicating the budget or firm price for the specific piece of equipment. or historically by analysis of recent procurement activities / purchase orders to collect recent pricing values and trends.5% should be added for freight.1 and A . import duties and tariff’s may need to be added to F. (5) Dust Collectors $28 .35 per CFM.$6. (2) Fans & Blowers $2. method of pricing major equipment is with the assistance of vendors / equipment manufactures.B.$3. The most precise. for international projects.O.20 -$4.e.$39 CFM. / Conceptual Estimating for budgeting Air Handling Blower type equipment (1) Air Handlers $2. Basically there are three manufacturing methods for producing metal piping systems. (1) Seamless pipe is manufactured by drawing a solid ingot / casting slab over or through a piercing rod / dye to produce the circular / hollow shell.O. which is the second most widely used material. the majority of major equipment items can be estimated / budgeted by utilizing the details indicated in earlier Section B 4 and C1 of this publication.M.e. black or galvanized steel (CS)..$38 CFM. Note: Refer to section C . / ex works value. it is often more readily available than welded pipe. i.35 per CFM. (3) Exhaust Fans $1. copper. Miscellaneous Major Equipment.O. Process Plant / Chemical Facility Piping / Biotech / Pharmaceutical Process Facility Piping Considerations: There are more than 200 diverse piping related materials specified by the American Society for Testing Materials (ASTM) for utilization in the production and manufacture of piping and related fittings that can be used in the following facilities: • • • • • • Process plants Refineries Chemical facilities Biotech manufacturing plants Pharmaceutical process facilities Manufacturing facilities Metal pipes are usually made from ductile iron. this production method is perhaps the most widely used in the industry.05 per CFM. or stainless steel (i. it repeatedly came about that either the reason / purpose of compiling the estimate does not validate the expense or resources / time limitation and the compilation of the capital cost estimate does not allow it to transpire. freight. providing the vendor with an equipment data sheet (outline specification) and getting a written quote faxed back from the vendor. (2) Welded pipe is 18 . i. pipe while the ingot is at an extremely high temperature.65 .e. The following budget price should assist the Cost Engineer / Estimator or the Project Manager when faced with this situation. (4) Housekeeping vacuum system. it is important to remember that 3 . additional scope issues to be considered include. ‘s). Process piping work essentially is made up of the following items and components. 309. Initiating the process (ISBL or OSBL) piping estimate.a site visit would be helpful.Inside Battery Limit (ISBL) and Outside Battery Limit (OSBL). Hi-Temp CPVC (PVDC) pipe and fittings have made a giant leap forward in the process industries. The following points / topics should be considered when initiating the estimating and take-off effort specific to process piping / utility piping inside or outside a manufacturing facility or in the application of a chemical plant . onsite or offsite fabrication. The materials that are used include carbon steel such as (A-53. Indirect labor (support to direct field labor).50%).to name but a few) together with and an extensive variety of nonferrous materials. A-120 which are the most widely used in industry . (3) Cast pipe is not widely used and is only used in special circumstances. and an appreciation of the “total” scope of work (written or verbal). Labor costs (union V’s non-union). the slag is ground off the pipe both externally and internally. union / non-union work or merit shop and any unique constraints such as completion date or working in an existing facility. photographs . Process Piping. plot plans.formed by rolling steel plate in circular form and welding the joint / seam together. productivity. 316L. scope items to take account of in the process piping “take off” / estimate include the following: • Piping system: The entire piping system used for the movement of fluids / chemicals / water / powders / air etc used in the process / manufacturing effort. & I. alloy steels (sometimes referred to as “exotic” materials) such as (Stainless Steel S 304. weather. Consumables (gases and welding rods). major equipment locations. line lists. A-83. materials of construction and specifications.to name but a few). sketches. Overhead and profit.5% – 5% (typically). AL6XN. Man-hours for (field fabrication or shop pre-fabrication and field erection). 2% to 3% for US applications should be added to the purchase price if this is missing from a suppliers quote. it weighs less and can be cut relatively quickly.D. Construction equipment (welding machines or cranes). Freight. Waste 2. this is of course more expensive than the above 2 # manufacturing steps / methods. In the last decade or two the use of plastic piping (applications and materials) Polypropylene (PP) and polyvinyl chloride (PVC) piping systems. A-106. new or revamp work. 310. 317 254SMO. Supervision. Small tools. restraints. 19 . 316. • • • • • • • • • • • Material unit prices (remember sizable discounts can be achieved from suppliers for large quantity orders – possible as much as 40%. project goals. piping and instrument diagrams – (P. Both the ASTM and the American Society of Mechanical Engineers (ASME) have over many years supplied a very useful service / role and guidance in compiling and updating comprehensive bulletins and specifications for this complex / maze-like range of applications specific to piping related materials and their appropriate applications. must start with a review of the available engineering data (design deliverables) if it exists. All of these topics / elements to need to be considered and allowed for in the estimate. The vast majority of all piping systems have the following components associated with them that need to be evaluated and estimated. working on grade or working 100’ above grade. plastic pipe can be put in place with less hours than steel pipe. 347 . 304L. pressure relief valves and any flexible hoses are accounted for. • Pipe Valves: All necessary valves (gate. stopping and regulating the flow of fluids throughout the process / manufacturing steps. these projects typically experience a greater learning curve. tee’s) • Pipe Flanges / Couplings (150# / 300#): All required pipe flanges. fumes and eye protection. Inside Battery Limits (ISBL) and OSBL (Outside Battery Limits – Off-sites) piping material and labor should were possible be separated out by it’s material of construction. shoes. together with any hydro testing and or pickling of the piping system. strainers.This work includes cutting. include and thrust blocks. schedule 40. and covered work area. nuts. and ANSI etc. butterfly etc) utilized in starting. 20 . noise. welding. grinding and any required x-ray testing or NDT. • Make sure underground piping is wrapped or coated and is accounted for in the estimate. 80. weldolets. small bore piping (2”diameter and less. • Control valve installation and the demarcation of pipe fitter & electrician work (consider control wiring and hook-up issues). reducers etc. caps. tee’s) to each other. welding. i. sheds. unions. blinds. Fabrication of process pipe includes the collection of material from lay down yard. stress relieving. caps. fit up. count the number of fittings and their rating (150# or 300# tees. welded or screwed) and number of valves. reducers. • Worker protection issues such as weather. cutting. Additional factors to take account of include the following. beveling. the need for forklifts. gaskets. stress relieving and any grinding to manufacture various piping isometrics / spools for eventual field assembly and installation. preparation. Evaluation and points to consider before starting the Scope Review / Take Off / Estimating effort: The estimate / take off effort should recognize it’s physical location i. strainers and nipples etc. preheating. tarpaulins. Take off the quantity of pipe in LF or Meters. • Pipe hangars. usually joined together with screwed fittings) and large bore piping (2”diameter and greater. measuring. ASTM. diameter. reducers. • Material handing issues. smaller projects have larger mobilization and demobilization activities.e. • Ensure that all required orifices. bar coding and other warehousing and transportation / logistics issues. This should also include piping related bolts. elbows. schedule wall thickness – i. codes. ASME. (API. • Pipe Fittings: All required piping fitting (elbows. check. • Sizes of project issues.e. couplings utilized to join pipe to pipe and any required fittings (elbows. lay down area.) specification. rupture discs. beveling. globe. • Weather protection issues.e. trucks. typically welded together). guides and any required supports and frames. • Large bore diameter pipe (2”diameter and greater. • Material cost premiums for small quantities / deliveries. the cost of this work typically runs between 25% . excavation. Some of the systems that will be encountered are listed below: 21 . backfilling and any off site disposal. planking & strutting. thrust blocks. • Ensure that existing systems are drained and safe prior to new tie-ins to piping systems. • Establish scope / and quantity of steam tracing required and estimate accordingly (spiral or straight run tubing). This topic can be somewhat complex due to the fact that there are so many systems to consider. • Limited use of construction equipment / cranes / hoists due to working in existing operating plants. couplings. thermo welds. (2) schedule enhancement. drains and waste piping systems (that are usually field run). The piping related to a Biotech / Pharmaceutical Process Facility is typically a big piece of the overall pie. • The estimate / take off should recognize any breaking up of paved areas.e.• Shift work / overtime issues such as additional supervision. jumpers and strainers etc that are need and to what level of magnitude. hot work permits and equipment standby. i. typically welded together) is typically fabricated in a pipe fabrication vendor’s facility and shipped in spool pieces to the jobsite. • Ensure that pipe sleepers (usually pre-cast concrete) are accounted for. worker fatigue and shift pay differentials. • Tie in’s and shut down issues such as hot taps. the only way to estimate this scope is to break it down into smaller pieces. so care and attention needs to be taken in scoping out and estimating this element of the project. • Temporary protection of existing production equipment / screens. road crossings and the reinstatement of road or paved areas. stone bedding materials. usually joined together with screwed fittings). less field manpower requirements. • The estimate / take off should recognize any vents. weldolets. the benefits of this is (1) quality control (produced in a factory type environment). This type of piping is usually fabricated at the site sometimes referred to as field run piping. expansion joints.50% of the total installed cost of the completed facility. (3) optimized costs and the need for less welding activities at the job site. • Fire blankets / safety / fire watch personnel. • Small bore diameter pipe (2”diameter and less. 7MO. 316. argon. These austenitic steel products have a somewhat high resistance to surface deterioration (pitting and corrosion) when in its passive condition. There are two distinct types of piping in Biotech facilities.S. 304 L. AL6XN. these materials are less likely to corrode over time than carbon steel applications. many times referred to as “non clean piping”. hence the use of these materials. inconel and admiralty). 309. titanium. stainless steel. These and many other systems to numerous to mention need to be “scoped out” and estimated. plastic and a host of other “less” expensive materials. valves. Issues that need to be considered in estimating this type of work includes: materials to be used: There are numerous materials that could be selected that have cost consequences associated with them. cast iron. many times referred to as “clean piping” more often than not SS 304 and 316. Biotech / Pharmaceutical process facility type piping must be fabricated and installed to high quality standards. carbon steel. the manufacturing steps in the pharmaceutical industry is usually subject high operating temperatures and pressures. shock absorbers. 304 . 347. brass. the industry has to ensure that cleanliness is always maintained in the manufacturing process. stainless steel 304. Pharmaceutical piping systems and manufacturing / production equipment usually make use of stainless steels applications. The most conventional type of stainless steel is a type of steel called “austenitic”. 254SMO. and 316L are the most frequently used materials. this is a type of alloy(s) that has a high amount of chromium within its makeup.316 and SS 304 L . monel. some of the most commonly used materials are aluminum. fittings. glass pipe applications. some of these are corrosion resistant materials. double wall materials – jacketed piping. natural gas and perhaps more) needed to be quantified.316 L and other materials such as 317 and 321(plus on some occasions 2205. various pipe liners. gas piping. the quality of these piping systems is vital for the future production / safety / quality and future profitability of any biotech / pharmaceutical company. Manufacturing / production equipment can typically be made of a combination of both S. when oxygen makes 22 .• • • • • • • • • • • • • • • • Process piping HVAC piping Service piping for Manufacturing / Process Equipment Vacuum systems Compressed air systems Reverse Osmosis piping (RO) Water systems Water for injection piping (WFI) De-ionized water piping (DI) Laboratory gases Cryogenic storage systems Sanitary treatment Drainage system Clean in place systems (CIP) Steam in place systems (SIP) Gases (CO2. hangars and various wrapping’s. 405. additional items to bear in mind are various cleanouts / clover leaf fittings. polypropylene pipe. nitrogen. copper. (1) piping that comes into direct contact with the finished product. CPVC. and (2) piping that does not come into direct contact with the finished product. carbon steel. PVC applications. these piping systems can be copper. fiberglass reinforced pipe (FRP). ABS. stainless steel type 304L and 316L stainless steels are utilized when components need to be welded. the “L” indicates a low carbon level. over the last five years 304 L and 316 L applications have been averaging 3% to 6% more expensive than 304 and 316 stainless steel. fitting and associated valves and applications that are not sensitive to a marine or corrosive location. The piping systems typically encountered on these types of facilities are DI (de-ionized water piping). dairies etc). the use of orbital welding has increased dramatically to perhaps were perhaps 75% of all shop / field welding applications uses the orbital welding method. Typically the cost differential between 304 and 304 L and 316 and 316 L is not that great. chemical plants. 316 stainless steel is subject to pitting / corrosion if it encounters high levels of chlorine for extended periods of time. it is not recommended for compressed air or gases) piping systems could be specified if the temperature. the piping typically is 1” to 4” diameter (typically 2” diameter is the most common diameter). this is good for a service temperature up to 140 degrees F. plastic piping / thermoplastics are used in some piping systems. PB and PP are widely used. the cost impact of this progressive polishing activity is considerable and can increase the cost of these stainless steel materials / systems by as much as 10 . titanium and inconel do not require this polishing / passivation activity. WFI (water for injection piping). SIP (steam in place piping). however these materials do not perform well in 23 . pressure and fluid is non corrosive. fermentation related products. this piping material are cost effective (materials and field installation – less man-hours to install). The most common piping material and size utilized in Biotech / Pharmaceutical Process Facility is stainless steel as previously described. Polypropylene (PP) and polyvinyl chloride (PVC. hormone growth products. Clear PVC. orbital welding machines (were the welding activity takes place in a vacuum chamber / the welding arc moves around the pipe wall) V’s manual welds. 316 Stainless Steel is utilized in corrosive environment or in marine environment. Electropolishing (EP) and mechanical polishing (MP) and passivation methods are applied to stainless steel piping and process / manufacturing equipment to curtail future corrosion activities. sterile products.contact with the surface of plates or pipe it forms a protecting build-up or layer of chromium oxide material. potent compounds. oral solid dosage products. R & D medicine facilities and Active Pharmaceutical Ingredients (API’s). 316 stainless steel is used in more extreme corrosive locations / applications. however it does not have good milling characteristics. The above mentioned piping systems are many times used in manufacturing of Biotech / Pharmaceutical products such as vaccines.20%. RO (reverse osmosis piping) and other service / utility type piping. The vast majority of Biotech / Pharmaceutical Process Facility Piping utilizes the orbital welding applications. tablets. manufacturing facilities (bakeries. PVC. 304 stainless steel is used in sheet metal products. Extruded seamless and / longitudinally welded SS piping / tubing is frequently used in stainless steel piping systems 0. hospitals and various storage tanks and road transportation tanks together with piping. pharmaceutical intermediates. this grade basically allows extra corrosion resistance after the weld has been made.10% less than 316 stainless steel. CIP (clean in place piping). these materials are readily obtainable and will lessen the construction (installation) costs and construction schedule. it is not crucial to use 304L and 316L for sheet metal applications. PVDC.50” to 2” diameter. it is widely used in refineries. CPVC. Specifications that are many times followed are ASTM 269 and 270. 304 costs 6% . other materials such as monel. 304 is readily shaped and welded. these piping systems are required to be cleaned / flushed and sterilized many times over there production life. on the other hand. Orbital welding has become the favored technique for installing (the actual welding together of the pipe to each other) in SS piping systems. food production. PVDF. Plastic piping is also used in this type of construction. )(water / steam / compressed air) allow 1 # U. material of construction and operating specification.500 SF of process facility area allow $3. road crossings.e..e.S. tees. elevation drawings. count fittings (elbows. the cost benefit of using plastic (PVC) type piping / thermoplastics materials in various piping systems is usually 20% – 70% lower than the cost of a similar 304 / 316 SS system / application. electro-polishing (EP) and mechanical polishing (MP) polishing / passivation and bore scoping that of course impacts the cost of these piping systems. time and again this small bore piping is field run and is not shown on any of the piping drawings.950 (L&M) for each U. x ray inspection. Quantify length – lineal feet or meters (i. Utility stations (U.manual and motor controlled valves indicated on P F D ‘s / P & I D’s. 150# or 300#. underground sections.e. (it can handle temperatures up 200 degrees F. These allowances should be added to the piping main quantities (or estimated cost value sheet / summary page) mentioned above the allowances are for the following: Allowances • • • • Small bore piping 1” and below (usually field run) add 3 – 5% to the main piping take off quantities / or cost In-line devices (not the actual device) add $275 (L&M) for each $10. Be aware that not all piping is shown on the P & I D’s. drops.. it is not recommended for compressed air or gases). general arrangement.). building sections and follow the existing pipe racks if possible to develop quantity take-offs as follows: Locate and become aware of all process / utility lines in specific process areas and ascertain their diameter. equipment locations. CPVC performs reasonably well in hot / high pressure situation. reducers and any other fittings) if time permits. chilled water / heating / cooling lines / process water / steam high & low pressure / condensate returns / city / potable water / manifolds / plant air / hydrogen / nitrogen / instrument air / tie-ins / drain points etc. / Piping drawings.. piping below 1” diameter many times is not indicated.. small bore piping).000 (L&M) of piping value Floor drain 4” diameter: includes 150’ of u / g pipe allow $5. risers etc. Compile piping insulation and heat tracing (piping or electrical) quantities when performing the above take-off activity. Additional plastic piping / thermoplastics such as polyvinylindene fluoride (PVDF) or Hi-Temp CPVC (PVDC) pipe and fittings can be used in higher temperature / pressure applications also. use a red pencil to check off lengths as you go through this exercise) starting from the closest point to the main header pipe rack. 24 . perform quantity take off – use a rotometer if possible. Piping Material Take-Off’s: use the Process Flow Diagrams (P F D ’s) / Piping and Instrumentation Diagrams (P & ID’s). i. WFI. i. be attentive to the fact that drawing scales do change from one drawing to the next. line number (if available) and flange rating. Use the following allowances to capture all the piping required that is not highlighted / shown on the completed piping drawings. off site / utility supplies from remote storage / utility / and other process trains and operating units such as. Ensure that all piping lines in the interconnecting pipe racks including main headers. site lay outs. to end of line or piece of major equipment (be aware of changes in vertical and horizontal direction. it must be remembered that these stainless steel piping systems / applications typically need non destructive testing (NDT). schedule (wall thickness).e.775 (L&M) includes excavation and backfill.hot / high pressure applications.S. count up all valves both .S. are “taken off” or accounted for (use the allowances described later to ensure the take off is complete i. per 7. plot plans. 1.315 for 2” and below. valves are not included) includes 5% X-ray.$4. Includes 2” foam insulation with aluminum jacket.000 LF installed with 100 Number 150# flanges and 20 number fittings (valves not included) includes 5% X-ray.620 for each tie-in Safety showers 1 # per 10. Stainless Steel 316. reasonably complex with numerous changes in direction requiring small sections of pipe / spools with fittings and subsequent welding.• • • • • • • Drains / ejectors / sumps / traps together with any minor (50’ – 100’) underground piping allow $4. 1.$35 LF Strainers / flexible couplings / jumpers add $420 (L&M) for each $10. Field erection rate is $53 / hour (which is a non-union application). Includes 2” foam insulation with aluminum jacket.310 for 4” diameter 6” – 12” diameter use $3. Installation hours are for pre-fabrication offsite and field erection.15%): (A) Carbon Steel process pipe: inside / outside an operating unit. hangars and field erection. hangars and field erection. $2. reasonably complex with numerous changes in direction requiring small sections of pipe / spools with fittings and subsequent welding.000 SF of process facility area allow $5. reasonably complex with numerous changes in direction requiring small sections of pipe / spools with fittings and subsequent welding.985 (L&M) Eye wash safety unit 1 # per 5. Field erection rate is $53 / hour. (D) Stainless Steel process pipe: inside / outside an operating unit. reasonably complex with numerous changes in direction requiring small sections of pipe / spools with fittings and subsequent welding.000 LF installed with 50 Number 150# flanges and 10 number fittings (elbows and tee’s. hydro testing.000 LF installed with 50 Number 150# flanges and 10 number fittings (valves not included) includes 5% X-ray. hydro testing. hangars and field erection. (B) Carbon Steel process pipe: inside / outside an operating unit.000 SF allow $3. hangars and field erection.100 (L&M) Heat tracing piping / tubing allow $16 . Installation hours are for pre-fabrication offsite and field erection. Field erection rate is $53 / hour. (the accuracy of these values can be considered +/.000 (L&M) of piping value Wrapping to u / g 4” diameter pipe $1. hydro testing. Installation hours are for pre-fabrication offsite and field erection.725 each Hot taps / tie ins allow $1. A 53 schedule 40. Field erection rate is $53 / hour. 1.90 / LF Carbon Steel and Stainless Steel Piping budget pricing per LF and M: The following table outlines 2009 budget pricing for 2” diameter thru 6” diameter piping systems. (C) Stainless Steel process pipe: inside / outside an operating unit. 1. Installation hours are for pre-fabrication offsite and field erection.465 .45 / LF 6” diameter $1. hydro testing. Includes 2” foam insulation with aluminum jacket. Pipe 2009 Pipe 2009 Insulation Insulation Pipe 2009 Cost Pipe 2009 cost per LF Cost per LF 2009 Cost per 2009 cost per per M low Cost per M low high LF low LF high high 25 Insulation Insulation 2009 Cost 2009 Cost per M low per M high . A 53 schedule 40. Stainless Steel 304.000 LF installed with 50 Number 150# flanges and 10 number fittings (valves not included) includes 5% X-ray. Includes 2” foam insulation with aluminum jacket. 74 45.02 1.65 108.032.59 943.14 127.27 24.72 654.00 37.51 196.60 33.59 770.09 176.45 95.66 380.51 78.84 234.76 6 128.50 252.19 141.85 16.37 767.21 161.37 51.26 49.64 12 199.40 597.82 161.74 45.33 464.23 16 279.02 423.29 16.23 C (see above) 2 71.88 29.49 149.33 79.37 51.56 1.68 374.39 79.22 917.46 846.23 above) 2 4 6 76.18 114.94 54.64 12 235.025.60 33.23 38.27 24.50 103.55 D (see 8 161.13 420.70 332.90 122.64 57.14 127.99 173.60 33.67 353.92 545.84 545.25 16.27 19.93 169.54 312.13 249.74 45.33 79.77 76.57 257.67 845.13 424.66 226.85 55.88 29.26 232.55 8 156.93 169.85 303.Diameter $ $ $ $ $ $ $ Inches A (see above) 2 64.10 708.33 79.40 83.77 57.32 303.14 170.88 17.92 701.72 772.00 716.63 43.59 91.58 for each additional inch.26 37.72 843.61 143.95 14 234.65 108.91 471.76 6 129.13 18 327.70 17.13 140.09 76.40 430.72 70.27 4 92.18 31.38 31.14 127.87 16.23 4 104.49 149.18 43.27 24.37 141.46 1.39 64.95 31.58 358.27 27.70 17.48 118.37 51.70 17.13 355.23 38.35 1.85 742.59 936.45 57.64 76.93 169.59 908.62 49.99 273.42 259.92 43.25 460.05 23.99 116.47 122.73 910.37 51.32 29.45 212.14 122.08 994.74 Additional insulation: Add $1.44 276.32 10 166.32 341.78 166.23 38.55 8 129.36 67.64 12 235.05 23.23 4 105.02 528.45 24.06 103.87 54.39 161.32 10 197.32 181.74 131.83 161.23 For OSBL / yard piping (long reasonably straight run piping multiply above values by 0.37 188.92 677.76 95.76 6 108.23 38.59 101.96 84.64 12 253.48 60.72 773.30 43.05 37.77 57.95 14 276.54 256.96 103.32 10 213.39 218.81 258.32 10 206.92 647.32 347.55 B (see 8 151.96 143.38 23.60 314.12 122.45 237.09 52.33 91.88 29.57 91.73 103.35 386.58 277.02 497.65 108.23 79.95 14 285.45 95.45 95.72 831.76 27.89 49.176.82 143.51 76.79 54.10 91.003.45 31.74 45.93 169. Piping Unit Prices (Budget Pricing): 26 .99 above) 2 72.38 578.39 54.12 107.98 257.60 33.64 27.77 57.95 14 287.49 149.58 306.49 149.23 3 76.02 512.77 463.06 1.074.45 234.03 143.63 20.11 49.70 23.34 117.28 182.81 389.27 27.29 216.15 560.96 143.11 37.65 108.14 127. 89 6 72.57 540.73 201.42 58.97 3 43.11 12 137.26 1.7% for hangars. 3% .90 294.32 372.88 625. A 53-B Std / A 106 Carbon Steel pipe schedule 40 d /d to fabrication yard / site in standard lengths (material cost included freight and waste).92 107.99 1 17.The following tables include all-inclusive material unit prices and work hours for the fabrication and installation / erection of process related piping systems in Carbon Steel A 53 / A 106.34 184. Excludes insulation. x ray / hydro testing.08 220.15%.91 10 113. caps.54 70.28 550.5% for manual valves. blinds.5 24.50 50.5 2009 $ Cost per LF high 2009 $ 2009 $ Cost per Cost per M low M high 15.18 284.55 41.06 97.6% for piping installed 20’ and above finished grade level.59 171.63 715.84 450. 7 # fittings / 3 # tees / 35 # welds Excludes steam or electric heat tracing.68 14 167.14% for pipe fittings / bolts / gaskets and flanges 3% .59 750.12% O/H & Profit to installing contractor and fabrication shop.30 135. These unit prices can be used for budget estimating piping on refinery / chemical plant / manufacturing process plants. Excludes cranes and scaffolding.31 86.73 228. strainers.71 18 218.14 Additions to above values: • • • • • • • • 7% .27 2 34. 4% – 6% for sand blasting. The above additions range from 33% . drains.12 858.55 42.20 16 190.11 4 56.85 21.02 261.61 8 89. 8% .59 136. Diameter 2009 $ Inches Cost per LF low 12.77 237.37 164. 3% .8% for motor controlled valves.59 447.95 0.16 142. 3% .46 113.63% 27 .71 29. hangars and field erection.17 660.66 81.12 67. Pricing Basis: • • • • • • Based on 1.000 LF of OSBL / Yard piping laid on pipe sleepers. the accuracy of these values could be considered +/. 2% . nipples and in-line devices.5% for vents.47 52.92 353. 50 0. A 515 and A 285C. PVDF Lined (Sch 40) Aluminum S.00 4.30 2. Saran Lined (Sch 40) C. 304 L (Sch 10) S.45 1.10 3.65 1.50 2.40 3.Carbon Steel Material cost / LF for 2” Diameter A 53 (refer to above table for material cost) Material uplift (Low) 0.75 4.60 6.50 1.80 5.70 3. welding of stainless steel and other exotic materials may require 10-35% more man hours than the welding / installation of carbon steel piping systems).50 4.S.Notes: multiply above (Material and labor) values by 1.00 4.15 – 1.40 6. A 36.40 1.80 2.25 1. These adjustments could be utilized to determine various OOM budget variables between differing material specifications (a word of warning this is reasonable for the material content however the installation / welding activities should separately evaluated.40 1.40 3.00 1.S.80 2.20 6.75 1. 316 S. This material uplift is dependent upon size of order.70 1.60 1.20 1. Polypropylene Lined (Sch 40) C.S. A 515 and A 285C. The following is a listing of various material adjustment values (specific to piping) calibrated against carbon steel A 53.00 2.00 3. S. 304 S.00 2. These adjustments could be utilized to determine various OOM budget variables between differing material specifications (a word of warning this is reasonable for the material content however the installation / welding activities should separately evaluated.70 2. S.50 2.40 1.65 for (Inside Battery Limits): ISBL applications (higher value for complex applications).50 1.60 Material uplift (High) 0.20 5. Glass Lined C.40 2. Multiply by 1. A 36.60 1. for large orders use the lower uplift.S.15 1.S. Material PVC (Sch 80) CPVC (Sch 8) Base Case .S.35 2. The following is a listing of various material adjustment values (specific to piping) calibrated against carbon steel A 53. Kynar Lined C.S.S.70 1.S.60 0.50 2. TFE C.10 5.30 1.60 2.40 1. Rubber Lined C.07 for 300 # service. 316 L (Sch 40) FRP Glass (Solid) Inconel 625 Titanium (Sch 10) Zirconium (Sch 10) Alloy 20 (Sch 10) Monel (Sch 10) Nickle (Sch 10) Hastelloy G Hastelloy B 28 .00 C. welding of stainless steel and other exotic materials may require 10-35% more man hours than the welding / installation of carbon steel piping systems).00 1. 41 $3.30 – 0.B.47 $8.75 4.30 – 0.5” 0.00 $67.S.30 – 0.30 – 0.75” 1” 1.65 0.35 3. piping diameters / per 1.30 – 0.46 $18.30 – 0.40 . / S. Type and Diameter 304 1” 304L 1” 316L (no polish) 1” AL-6XN (polished ID / OD) 1” 317 1” 317L 1” 321 1” 347 1” Admiralty 1” 304 Sanitary 1” 304 Seamless 1” 304 Sanitary 1.30 – 0.65 0.The following chart indicates budget-pricing (material only for various types of Stainless steel tubing / piping) conforming to ASTM 269 and ASTM 270 0.L.65 0.30 – 0.04 $5.77 $6.11 $4.65 0.65 0.65 0.065 wall thickness: Note: for large orders discounts of 10% -35% are available on the following prices.S.17 $3.75 N/A N/A N/A Average number of fittings / valves for various C.0.65 0.5” 2” 4” 6” 8” 10” 12” 18” 24” Couplings / Elbows unions / (90 & 45 Flanges (50%) degree) (30%) 291 305 187 119 91 82 74 64 59 57 33 25 173 110 111 70 55 49 44 38 35 35 21 16 Tees / concentric .70 .08 $23.44 $5.65 0.5” 304 Sanitary 2” 304 Sanitary 3” 304 Sanitary 4” 304 Sanitary 6” Material Cost per LF $4.000 LF of process related piping systems (based on 17 process related projects) I.00 $4.30 – 0. work: Pipe Diameter 0.65 0.25 5.eccentric reducers (10%) 57 52 37 25 18 16 16 13 12 10 7 5 29 Caps / blinds / plugs & miscellaneous / weldolets / sockolets / nipples (10%) 58 54 37 24 18 16 15 13 12 11 6 5 Number of Fittings Number of Valves 579 521 372 238 182 163 149 128 118 113 67 51 372 247 81 35 26 14 12.75 6.13 $5.90 $4.46 $12.80 0.5 6.48 $4.65 0.65 0.30 – 0.30 – 0.S.68 MH’ s per LF 0.30 – 0. 94 .62 5.717 $3.50” 1” 2” Material $1.000 LF of installed pipe with 50 fittings: Diameter 0.489 Man hours 28 x $53 = Installed cost 32 x $53 = Installed cost 37 x $53 = Installed cost Tubing Stainless Steel 316 Pharmaceutical Grade Piping Cost / LF of installed pipe (includes pipe and fittings.3.78 – 7.63 – $2.50 3 4 5 7 10 12/16 Approximate Unit Pricing per SF Area by facility type: Facility Type Warehouse plumbing Warehouse heating Unit SF SF Material / Labor 2.1.070 Man hours 54 x $53 = Installed cost 58 x $53 = Installed cost 67 x $53 = Installed cost Tubing Stainless Steel 304 L .1.84 – $2. Diameter Man hours 2” 3” 4” 6” 8” 10” 12” 2. excludes valves): Diameter 1” 1.000 LF of installed pipe with 10 fittings: Diameter 0.50” 2” 3” Material / Labor Cost per LF $64 / LF $67 / LF $96 / LF $113 / LF Material / Labor Cost per M $210 $220 $315 $371 Automatic Sprinkler System: Dry System Wet System $1.73 / SF Valves – Installation Man hours: The following man-hours apply for all material types.Copper L Type .30 30 .365 $10.94 / SF $1.785 $2.000 $2.75” 1” Material $1.50” 0. 97 24.600 $4.73 – 10.620 $2.805 $5.45 Demolition & removal of C.781 $9.172 $1.800 $6.271 .908 $13.25 – 9.86 – 17.177 Butterfly $938 $956 $1.642 $2.099 $4.65% for orders greater than 10 /12 valves.12 if pipe is steam or heat traced Note: credit the estimated cost if pipe is sold for scrap.34 88.901 $4.188 $1.80 (higher value for complex applications): Valves .150 # Rating: Diameter 2” 3” 4” 6” 8” 10” 12” Ball $417 $485 $617 $1.36 SF 4.017 $4. note these indicated material costs can sometimes be discounted by as much as 35% .67 – 6.515 Valves – Installation Man hours: The following man-hours apply for all material types.12 74.233 $2.46 1.17 5. Piping (include hangars.31 – 2.58 – 3.48 5.847 $4.94 – 9.03 1. 31 Gate $694 $950 $1. fittings and valves) Diameter 1” 2” 3” 4” 6” 8” 10” 12” $ Cost / 100 LF 13.S.88 – 7.73 109.35 4.371 $4.944 $4.Approximate Cost: use multipliers / calibration factors shown earlier for different material types.Warehouse cooling Office plumbing Office heating Office cooling Laboratory plumbing Laboratory heating Laboratory cooling Fire protection (sprinklers) Ditto extra hazardous area CO2 / Haylon SF SF SF SF SF SF SF SF 5.51 – 8.063 $1.20 if pipe is insulated Multiply by 1.265 $1. / S.51 SF 4.62 58. Carbon Steel .10 34.46 – 8.04 Multiply values by 1.156 Check $592 $773 $1.S.25 – 1.72 12.347 $5.615 $6.986 Globe $811 $1.97 46. Note: multiply above (labor man-hours) values by 1.19 4. 150 pound rating: Size Material Man hours 1x2 2x3 3x4 4x6 $1. man hours remain the same as above: OOM $ Labor Cost to erect 1.49 0.15 12.95 2.0 For 300 pound rating multiply above material cost by 14%.000 FL of pipe with 150 # fittings n/e 15’ above grade or FFL: $ LF Cost (excludes hangars.98 43. Man-hour units for CS A-53 straight run pipe (OSBL): (includes cutting. testing. scaffolding and cranes) for pipe n/e 15’above grade / FFL.60 21.14 19.26 72.96 51.64 38.Diameter Man hours 2” 3” 4” 6” 8” 10” 12” 2.37 Multiply by 1. Diameter in inches Pipe / LF (handling and cutting) Production weld 2 4 6 8 10 12 14 16 18 0.20 for 25’.30 3.71 4” 23.37 27.42 21.75 4.098 2.97 37.85 5.35 16.37 0. Multiply by 1.71 60.83 0.50 3 4 5 7 10 12/16 Relief Valves.34 41.5 6.S. valve installation and construction equipment): Diameter in inches A 53 CS Sch 40 Ditto Sch 80 Plastic lined Sch 40 Stainless steel 304 Ditto 316 Glass C.02 25.10 for total installed value.5 3.11 0.18 0.41 13. testing.62 6” 34.5 4.36 16.82 30.27 26.63 0. flanges / gaskets and erection (excludes hangars.55 0.80 20.81 8” 54.35 4. Divide above values by $48 / hour to determine installation hours. Multiply by 1. Kynar Lined 1” 10.54 12.746 $3.34 62.124 $3. handling.50 3.41 61.13 N/A 63.15 for 15’ – 25’ above grade or FFL.74 32.50 6.44 15. excluding material cost and valve installation.40’ above grade or FFL.0 32 .45 – 2.72 0.43 82.15 N/A 85.430 $5.27 0.72 2” 14.05 25.65 1. 35 5.46 / LF $6. material and hangars.56 / LF $60. Multiply piping handling and cutting values by 1.72 / LF $30.31 / LF $14.65 3.75 2.20 for 25’.45 4.87 / M Add 20 – 40% for fittings 33 .15 9.93 1.20 / M CPVC Natural Gas Pipe (excludes trench work).24 / LF $19.68 / M $76.5 9.19 / M $129.15 for 15’ – 25’ above grade or FFL.45 6.43 / LF $26. elbows.25 6.35 for ISBL piping Multiply by 1.84 / M Glass Pipe includes fabrication and erection labor.85 3.35 – 2.64 / M $99.5 3.75 7.69 / M $165.45 0.03 6.37 / LF $31.25 6.55 3.25 4.81 / M $27.55 / LF $87.8 1.2.81 1.04 / LF $8.25 0.Joints / flanges Elbows Reducer Tees Valves 0.9 3.55 SS for ISBL piping Multiply by 1.85 1.33 6.25 1.3 1.63 / M $21. and valves.61 / LF $23.45 – 2.24 / LF $39.75 5.24 / LF $63. 1” (25 mm) 2” ditto (50 mm) 4” ditto (100 mm) $6.75 2.35 2.25 for SS joints / flanges. 1” (25 mm) 2” ditto (50 mm) 3” ditto (75 mm) 4” ditto (100 mm) $26.85 0.46 / M Add 20 – 40% for fittings CPVC Diesel / Gas Pipe (excludes trench work). 1” (25 mm) 2” ditto (50 mm) $19.75 3.53 / M $102.15 / M $119.48 / LF $55.25 3.15 4.03 / M $36.45 4.15 for SS pipe handling and cutting.55 2.2 6. Multiply by 1.5 3.40’ above grade or FFL.24 / LF $11. Multiply by 1.75 .35 Multiply piping handling and cutting values by 1.73 2.49 / M $182. 1” (25 mm) 2” ditto (50 mm) 4” ditto (100 mm) $4.57 / LF $36.35 2. Multiply by 1.73 5.49 / LF $50. reducers.13 3.45 / M $87.23 6.85 2. tees. material and hangars.5 2.47 / M Ditto with welded fittings 1” (25 mm) 2” ditto (50 mm) 3” ditto (75 mm) 4” ditto (100 mm) $18.09 for 300 # service Piping – Black Iron with screwed fittings includes fabrication and erection labor.25 4. 91 246.93 256.79 39.07 128.51 $ L & M Cost per M 55.48 5.43 30.94 – 9.86 – 17.73 – 10.19 69.35 Includes fittings and erection Material = 60% Labor = 40% Excludes valves and valve installation Excludes X-Ray / hydro testing (5% – 10%) 34 $ L & M Cost per M 40.67 – 6.18 75.19 4.03 77.3.03 1.35 4.62 SF SF SF SF SF SF SF SF SF 5.88 $ L & M Cost per M 95.77 100.94 .41 842.51 SF 4.30 364.31 – 2.30 5.68 183.58 – 3.78 – 7.53 55.Approximate Unit Pricing per SF Area by facility type: Facility Type Warehouse plumbing Warehouse heating Warehouse cooling Office plumbing Office heating Office cooling Laboratory plumbing Laboratory heating Laboratory cooling Fire protection (sprinklers) Ditto extra hazardous area CO2 / Haylon Unit SF Material / Labor 2.14 181.92 325.46 1.36 SF 4.89 304.78 252.27 .51 – 8.02 95.04 66.07 311.17 162.72 12.64 534.46 – 8.25 111.12 121.00 $ L & M Cost per LF 29.39 56.60 998.25 217.54 226.17 5.24 $ L & M Cost per LF 16.99 396.25 – 9.45 Budget Piping Prices CS A-106 and A-53 OSBL 2" dia 4" dia 6" dia 8" dia 10" dia 12" dia CS A-106 and A-53 ISBL 2" dia 4" dia 6" dia 8" dia 10" dia 12" dia Stainless Steel 304 ISBL 2" dia 4" dia 6" dia 8" dia 10" dia 12" dia • • • • $ L & M Cost per LF 12.11 99.88 – 7. Numerous situations impact the cost of welding including the following main items: • • • • • • • • • • Labor cost .000 700.75 8.0 to 4.• Excludes O/H & P (10% – 20%) Labor & Materials Stainless Steel tubing (304 L) 2009 Basis Diameter 0.e.20 11. electro polishing and passivation activities.000 $ Cost per Mile / High Range 450. Automated. cherry pickers and welding machines.55 $ Cost per M 5. hangars. tee.0 Pipeline OOM Costs Diameter inches 8 12 20 24 36 $ Cost per Mile / Low Range 350.000 1. applicable codes and welder certification issues Electrical Energy costs Types of joints and welds to be accomplished i.000 650. Orbital.10% Welding OOM Data: Welding is the activity and work effort that joins metals together.50 3.35% Labor/ Equip 45% . bevel.75 2.000 550.000 $ M Cost Low Range 218 249 342 404 559 $ M Cost High Range 280 311 404 435 746 Typical split: Mater pipe 30% .30 24. Type of welding to be performed (Manual. Any required special treatments. Construction Equipment costs – scaffold. V groove. valves.000 400. Laser. grinding. multiply by 2. Material costs .000 900.45 7.union V’s non union applications.000 650.50% Other Eng/CM 2% .75” 1. Vertical and Overhead – SMAW / OFW / SAW / PAW / GMAW / GTAW Process or other applications) Various specifications.200. Robotic Equipment / Orbital Tube welder related costs. J and U groove etc. Horizontal. butt.00” • $ Cost per LF 1.25” 0.4% OHP 7% .50” 0. fillet.75 For total installed cost with fittings. etc. Electrode various types of electrodes (materials and coatings): Warehousing and documentation related to electrodes. 35 .welding materials and gases etc.000 500. this type of welding is by far the most widely used welding method used on construction and on repair type work. Full penetration (100%) welds should be aimed for. Other widely used welding applications include TIG welding i.e. In welding there are perhaps more than seventy distinct categories or methods of “welding” or brazing and soldering. bend tests. never the less automated welding is usually the best avenue to proceed on. however the cost of purchasing the welding equipment together with it’s subsequent maintenance costs can be substantial. Semi Automatic Submerged Arc Welding (SAW).e. fractures are present they can develop into a haven for future problems and possible product contamination. Stainless Steel 316 L and some other alloys that work well in extreme / harsh operating 36 . the main element being the cost of employing a workforce (labor costs). cutting. metal inert gas. brazing creates a stronger linkage than is the case with soldering. alloys and other metals together (pipe and plates). ultrasonic. The (SMAW) welding method uses a consumable welding rod – electrode (stick). tungsten inert gas this application utilizes individual welding rods. Automated welding is many times utilized to lower welding production costs i. plate or fabricated element being welded as described above. Orbital welding uses the Gas Tungsten Arc Welding (GTAW) methodology. the welder strikes an arc on the pipe. stainless steel. Aerospace. the best example of this is in ship building. a shipyard is a good example were one can see this welding method.e. destructive tests. it is used primarily on small-bore piping and tubing 2” diameter and below. the welding rod is used up in the process. i. Steam in Place (SIP). it has a wide application and is used to join carbon steel. it is used to mitigate contamination (bacterial build up) Stainless Steel 316 L is used extensively.• Testing of completed welds i. on major welding projects. Water for Injection (WFI) and other critical finished product lines. fractures including any imperfect weld joints can entrap the product / fluid flowing through the pipe / tubing. electrical current AC or DC is passed though the welding rod / stick. it’s ideal application is welding steel plates and sections together. It is important to understand that any gaps. just about all the welding is done using an automated process. if any gaps. Manual and semi automatic Plasma welding (PAW) and Semi Automatic Gas Tungsten Arc Welding 9GTAW). grinding required to form the welding joints. make the process time consuming. Microchip and other HiTech industries. Autogenous welding (completed welds are required to be completely smooth on the internal and external surface of the tube / piping – no joints should be present that could capture particles flowing through the tube / pipe) is used primarily on Pharmaceutical / Microchip facilities in piping / tubing applications such as Clean in place (CIP). brazing and soldering uses liquefied hot metal(s) to connect metals together. welding by it’s very nature is very time consuming and labor intensive effort. Orbital welding is used in Pharmaceutical.e. x-ray. Together with appropriate documentation that supports the testing effort. electrical components and minor metal apparatus / fabrications. soldering is generally utilized to link / tie small diameter cables / wire. fissures. One of the most widely used methods is Shielded metal arc welding (SMAW) also known as stick or manual metal arc welding. MIG welding make use of a reel(s) of wire feed of welding rod metal that allows long runs of welding / metal deposit to be competed. Another widely used welding process is MIG welding i. MIG welding can be considered more of a “factory” method of welding.e. test coupons etc. the welding approach utilized is were all the completed welds and the internal surface of the pipe / tube is required to be joint free / entrapment-free internally to prevent any bacterial contamination to the finished product. fissures. the preparation work. Other welding processes include Oxyfuel Gas Welding (OFW). great heat is generate and the welding rod melts and forms a weld between the item being welded and the welding rod. mechanical tests bore scope. dye-penetration. 50 pounds per Meter Weight of metal deposited in 0. Brewery / Beverage.53 Man hours per LF * (High) 0. Dairy (Milk.39 1.00 pounds per Meter 37 .75” fillet weld = 0.26 0. were good productivity can be achieved multiply above values by 0. preparation work.82 Split of (L&M) Labor = 55% Material = 45% (Construction Equipment of 5% – 10% is included in Labor value) Using $45 / per hour for a welder For applications with a good amount of repeat work.00 pounds per Meter Weight of metal deposited in 0.41 1. measuring.30 pounds per LF Weight of metal deposited in 0.56 5.12% to above for vertical / horizontal applications Add 18% .59 1.45 0. channels and angles together: Labor cost includes transport of welded metals to the welding area.25” fillet weld = 0. These industry sectors look at this approach as a practical and cost effective opportunity for welding small bore stainless steel piping and tubing.97 2.49 5. initial tack welding.22 5.02 Man hours per M * (High) 0.83 1.50 – $20.conditions are usually the specified materials that are utilized.90 pounds per LF Weight of metal deposited in 0.16 1.12 1.97 1.18 3. Thickness in inches Unit of Measure 1/8” 3/16" 1/4" 3/8" 1/2" 5/8" 3/4" 7/8” 1” LF LF LF LF LF LF LF LF LF • • • • • • $ Cost Range per LF 16 – 22 29 .37 39 – 51 54 .77 2.12 1.34 0.08 $ Cost Range per M 51 – 72 97 – 121 127 – 169 175 – 234 272 – 317 328 – 385 361 – 447 393 – 500 431 – 607 Man hours per M * (Low) 0.43 0.15 pounds per LF Weight of metal deposited in 0. The Petro – Chemical and the Offshore Oil and Gas sector. Nuclear / Conventional (Power Facilities). sections.18 0.75 For applications with small / difficult / intricate welding work multiply above values by 1. Weight of metal deposited in 0.25” fillet weld = 0.67 4.85 1. Other industry sectors that are embarking on orbital welding in their construction process include: • • • • • Food Production.72 3.28 1.75” fillet weld = 3. final welding and any necessary grinding. Orbital welding makes available a process to make sure construction productivity is optimized while also ensuring that the quality of the finished weld is of a high quality. Fillet welding using (SMAW) welding process for connecting various carbon steel plates. vessels.03 3.59 1.25 Add 8% .48 2. Butter and Cheese production).50” fillet weld = 1.60 0.24% to above for overhead applications Order of Magnitude Prices: • • • • • • • Cost per pound of deposited welding material = $13.50” fillet weld = 0.80 4.20 4.50 (Labor and material) to use this method determine cubic content of weld.81 6.37 1.62 0.71 83 – 97 100 – 118 110 – 137 120 – 152 131 – 179 Man hours per LF * (Low) 0. cover 1” ditto SS cover 2” ditto Alumin. s x $48 = installed cost x $48 = installed cost x $48 = installed cost x $48 = installed .06 0.29 0. bevel. cover 2” ditto SS cover 4.H.35 0.80 0. V groove.00 OOM Man-hour Units For 1” – 4” diameter pipe 2.00 2. cover 3” ditto SS.33 4.H.• For tee.55 8.59 Diameter / Specification 1” thick with Alumin. cover 7. s x $48 = installed cost x $48 = installed cost x $48 = installed cost x $48 = installed cost x $48 = installed cost x $48 = installed cost SF / $ Material Cost M.76 0.33 2” ditto Alumin.15 6.10 3.00 – 3.31 4. J and U groove welds compare size (area) of weld and pro-rate above values to determine cost or cubic content of weld.38 3” ditto Alumin. cover 2” ditto SS cover Mineral Wool Man hours / LF 4. the following are unit prices for both piping and major equipment. foam / cellar glass type insulation is used in flammable applications) Major Equipment Insulation: Diameter / Specification 1” thick with Alumin.50 man-hours per LF of pipe or 6.23 4.35 38 SF / $ Material Cost M.50” 1” 2” 3” 4” Man-Hours per Weld 1. (Casil and mineral wool are more widely used in non flammable applications.27 4.32 4. butt.50 man-hours per M Insulation The quantity take-off‘s for piping assists greatly in determining insulation requirements.41 0.65 0.50 man-hour – 11.77 0.35 0.00 8.46 0. cover 1” ditto SS cover Casil Man hours / LF 4. Automatic Welding Units Pipe Diameter 0. H.23 ditto 8.58 0.54 8.21 0.30 3.70 . cover 4” dia 1” ditto SS cover 6” dia 1” ditto SS cover 6” dia 1” ditto Alumin. cover 2” ditto SS cover 3.32 3” ditto Alumin.37 0.39 0.25 ditto 7. H.22 ditto 4.21 ditto 5.26 ditto 10.55 cost x $48 = installed cost x $48 = installed cost Foam: Piping Insulation: Casil LF/ $ Material Cost Diameter / Thickness 2” dia 1” thick with Alumin.64 0.21 ditto 10. cover M. cover 3” ditto SS.82 .97 0.79 0.20 ditto 6.3” ditto Alumin.61 0. cover 2” dia 1” ditto SS cover 3” dia 1” ditto Alumin. cover 8” dia 1” ditto SS cover 8” dia 1” ditto Alumin. cover 1” ditto SS cover Foam Man hours / LF 2. / LF x $48 / Hour 18 ditto 4. s Material Cost / LF 3.38 .50 7.26 2. cover 3” ditto SS.22 ditto 39 SF / $ Material Cost M.24 .68 . cover 8.04 .H.57 Diameter / Specification 1” thick with Alumin. cover 3” dia 1” ditto SS cover 4” dia 1” ditto Alumin.09 . s x $48 = installed cost x $48 = installed cost x $48 = installed cost x $48 = installed cost x $48 = installed cost x $48 = installed cost .23 ditto 5. cover 7.66 M.74 .31 .29 2” ditto Alumin. cover 12” dia 1” ditto SS cover Material Cost / LF Foam LF/ $ Material Cost 3.08 .20 ditto 6.64 .00 .76 . cover 10” dia 1” ditto SS cover 16.54 .07 .73 . cover 8” dia 1” ditto SS cover 8” dia 1” ditto Alumin.22 ditto 14.27 ditto 12.36 ditto 4. s Diameter / Thickness 2” dia 1” thick with Alumin. H. H. s 40 . cover 10” dia 1” ditto SS cover 10” dia 2” ditto Alumin.36 ditto 11.27 .76 .63 .28 ditto 13.26 .78 .35 ditto 12.21 ditto 10.32 ditto 3.22 ditto 4.26 ditto 9.23 ditto 5.33 ditto Mineral Wool LF/ $ Material Cost M.40 ditto M. cover 3” dia 1” ditto SS cover 4” dia 1” ditto Alumin.26 .19 ditto 4. / LF x $48 / Hour .8” dia 2” ditto SS cover 10” dia 1” ditto Alumin.49 .21 ditto 5. cover 12” dia 1” ditto Alumin.33 ditto 4.H.49 . cover 2” dia 1” ditto SS cover 3” dia 1” ditto Alumin. cover 4” dia 1” ditto SS cover 6” dia 1” ditto SS cover 6” dia 1” ditto Alumin.68 .25 ditto 7.87 .12 .24 ditto 8. cover 8” dia 2” ditto SS cover 10” dia 1” ditto Alumin.68 M. method of estimating labor and material electrical costs is as follows.28 ditto 8. / LF x $48 / Hour .965 $14.26 ditto 5.773 $11.143 $10. These unit prices are accurate to +/.26 .396 $4. cover 3” dia 1” ditto SS cover 4” dia 1” ditto Alumin. cover 10” dia 1” ditto SS cover Material Cost / LF M.621 $19.71 .88 $4.32 ditto Electrical Work Estimating Data: Detailed and electrical cost estimates cannot usually be prepared until after a reasonable amount of detailed design / engineering has been completed.91 $91.54 3.27 ditto 12.791 $9.019 $4. cover 4” dia 1” ditto SS cover 6” dia 1” ditto SS cover 6” dia 1” ditto Alumin.21 ditto 7.H.30 ditto 10. cover 8” dia 1” ditto SS cover 8” dia 1” ditto Alumin.35 .688 $13.849 $7.20 ditto 4.431 41 250’ $10.75 22 ditto 14.36 ditto 11.59 .31 .90 .478 $22.75 . cover 2” dia 1” ditto SS cover 3” dia 1” ditto Alumin.15%.714 $15. A reasonably accurate +/. usually 30 % 60%.25 ditto 5.049 $10.595 $7.179 $8.49 $77.Diameter / Thickness 2” dia 1” thick with Alumin. Motor H.96 $47. cover 8” dia 2” ditto SS cover 10” dia 1” ditto Alumin. The following unit prices should assist the cost engineer / estimator and / or project manager in preparing front end / semi detailed cost estimates.288 $6. Rating Cost per LF 100’ 150’ 5 10 15 25 50 75 100 $40.720 .991 $11.03 .19 $43. This modus operandi is time and resource consuming.67 . especially if the proposed project is a funding study.86 $58.24 ditto 9.859 $25.43 $102.029 $6.P.786 $5.70 .40 19 ditto 4.23 ditto 3. material distribution.22 0.41 1.000-amp Office lighting & power Office alarm & emerg lighting Laboratory service & distrib.10%. lighting and all hook-up’s and terminations.09 4. cable. start –stop / emergency shut down disconnect switch (on-off light) and any miscellaneous minor items etc.50 10 18 24/28 34 48 72 84 18 20/24 28/32 .06 .486 21.79 23.75 13.197 1.26 0.29 16.78 368 756 1.e.H. i. cable tray.27 1.Determine H.900.843 3. lightning protection. temporary warehousing.19 9. Cable tray (75%) / Conduit (25%) cable. 150’. breakers. this value includes MCC’ s. or 250’.893 887 898 1.53 9. of each motor and use the above value for 100’. conduit / and or cable tray. sealing of floor and wall penetrations. terminations / hook up connections / splicing / fittings. system testing and commissioning. new starters. The above data is based on the following specification. 600-ampWarehouse lighting & powerWarehouse alarm & emerg lightingOffice service & distrib.523 788 1.s incl incl incl incl incl incl incl incl incl .13 7.05 . The “all in” unit material prices and man hour units embody all electrical and bulk materials and electrical labor scope activities essential for an all-inclusive and working system. (note the typical length of cable / conduit from a motor to its panel board station / starter is 150’) this should provide a budget estimate with an accuracy of +/. Another approach is to count the number of drives and multiply by $16. pulling and installation of power and control cable. electrical installation units including if required start / stop push buttons.83 9. For explosion proof applications uplift the above values by 20% 35%. The estimating units are an average of Class 1. 11 and 111 Division 1 & 2 service: Work Item Warehouse service & distrib.612 8. terminators.09 1. 800-amp Laboratory lighting & power Laboratory alarm & emerg lighting 5kV copper 3C wi PVC cover # 1 Ditto 4/0 15 kV ditto # 1 Ditto 4/0Mineral Insul cable 600 v #8 Ditto # 2 Ditto 4/0230 v 5 HP 230 v 10 HP 230 v 25 HP 230 v 50 HP 230 v 100 HP 230 v 250 HP 460 v 5 HP 460 v 10 HP 460 v 25 HP Unit SF SF SF SF SF SF SF SF SF LF LF LF LF CLF CLF CLF Ea Ea Ea Ea Ea Ea Ea Ea Ea 42 Material 1.P. unloading. 1.202 M. miscellaneous brackets / supports. assumes an M (45%) & L (55%) split. a percentage of the sub station / switch gear / motor control center. the actual materials.60 6. 22 563. this approach is imprecise at best.50 11. On the other hand.015 $0.46 million .25 N/A 28 N/A 24 N/A 0. This activity is to say the least is a very time / resource intensive effort and many times the cost and effort can not be warranted if the proposed project is a study or has a marginal ROI.105 4.670. # 8 & smaller Power Plant per KW (range) Ditto 10 KW Ea Ea Ea LF LF LF LF LF LF Ea Ea Ea Ea Ea LF LF Ea Ea Ea LF LF LF LF LF 6 2.50 N/A 5. 2. the items / data to be reviewed include: 1.$0. 6” rung space: 24” ditto 200 Amp panel board 24 circuits 4’ x 2’ Fluorescent steel.40 11.20 N/A 0. many times the instrumentation scope of work can be estimated as a percentage of the major equipment cost.27 19. cable tray.25” – 2” Ditto 2.25 456.57 1. steel conduit1” dia ditto2” dia ditto 4” dia ditto 12” wide galv.158 52 9. # 6 & greater Ditto 1/C.25 N/A 3.60 N/A 0.). Preliminary / Outline / Detailed specifications / Design Philosophy. Up to date material prices / labor rates / estimating catalogs. 6. available historical data from many sources in 43 .$7.11 .781 96 1.25 N/A 0. this is a widely used method. Instrumentation list (preliminary or final). etc. light Main control room panel Local panel board Wire connections 600 V P & C Ditto 3Kv / 5 Kv: Ditto 15 Kv: Rigid metal conduit 1” Ditto 1.15 3.14 15.47 million . 4.63 . (shopping list of instrument devices & cable / control wire.5” – 4” Wire / cable 1/C & M/C.94 .035 N/A 0.460 v 50 HP460 v 100 HP460 v 250 HP0.85 12/16 129.75 120 4/6 1. Vendor quotes / pricing. 5. 3.735 million $4.5” dia rigid galv. flush 3 lamp 400 watt mercury vapor high bay 120 v Switch gear 800 amps 120/208 v 25’ Aluminum floodlight pole excl.19 million Instrumentation Estimating Data: In many cases a significant engineering effort needs to be completed on order to arrive at a precise cost estimate for the instrumentation / process controls scope of work. etc.00 N/A 0.391. Detailed quantity take-off ’s.18 . / related installation drawings.67 .22 6. Inspection and review of the P & ID’s.12 .75 3. O. the split of this dollar value is typically 50 / 50 labor and materials.372 5.the “process” related industry confirms that a value of between 15% to 60% of the major equipment F. D.854 156 81 33 1. these values do no not include control room systems i. A similar method is to use $1.B. alarms and devices.15%) For Construction management (add 4% .392 22.500 / $2.689 2. pressure.008 81 73 73 13.10%) The following is a listing of some key instrumentation items.287 8.153 12.745 6. The following is a listing of budget instrumentation costs related to categories of major equipment. Typically at the early stages of a project there is no more than a preliminary major equipment list and some basic plot plans to be had. will provide sufficient dollars to install a complete instrumentation system.311 1.460 (L&M 50/50.000 the resulting value will provide an adequate starting dollar budget for the instrumentation scope of work.879 10.687 10. when this is the case a useful estimating approach is to count the major equipment items and multiply this number of pieces of major equipment by $15.60% to capture in-direct costs. temperature.219 18.60%) For contractors markup (add 7% .312 4.e.879 3.915 42.081 8. add 30.’s and to multiply the number of bubbles by $2.105 13.207 1. flow.690 4. TDC 3000 type costs.441 1.129 4. together with 50’ of conduit and control cable.20% accurate.230 M = $1.158 23 6.812 2.696 24.773 21.823 2. Another conceptual estimating method is to count the “bubbles” on the P. the values include level.877 12. plus programming is excluded. L = $1. these values are direct costs.939 1.565 22 240 117 27 23 344 163 2 3 4 5 6 7 8 9 10 11 12 13 14 • • • • For detail design / EPC services (add 10% . installation. Ref # Major Equipment Item $ Material Cost $ Labor Cost Total Man-hours 1 Compressor (each stage) Condenser Evaporator Heat exchanger Heater Incinerator Pressure leaf filter Pump Reactor Reboiler Tank Pressure Tank storage Tower Vessel Pressure 1.315 19.7%) For field in directs (add 30% .808 6.640 20.570 12.230). the costs include the purchase. these values are budgetary and can be considered +/.876 1.379 3.019 3.793 33. & I.565 8.000 to $20. purchase price.694 9.322 3.500 per I / O for a new control system and $800 / $950 per I / O for extending an existing control system.219 3.382 1. 44 . 618 6.50 116 3.5 2.325 excluded 452 1.859 3.4 3.694 11.035 3.4 3.4 10. s excluded excluded excluded 149 231 270 excluded excluded excluded excluded excluded excluded excluded excluded excluded excluded 184 446 excluded excluded excluded 998 excluded 4. H.1 4.8 1.00 6.00 4.00 3.573 2.5 3.00 6.006 111 2.4 17.50 6.50 6.746 9.50 2.50 4.965 19.397 924 205 193 607 914 31.1 2.50 .00 2.8 0.908 357 4.000psi Electronic temp transmitter Local temperature gauge Local pressure gauge Ditto with diaphragm.5 2.50 6.00 2.Instrument Device Pressure relief valve 2 “ Pressure relief valve 4 “ Electrical Indicating Controller Orifice plate 2” dia 300 # Ditto 4” dia 300 # Ditto 6” dia 300 # Differential pressure switch Orifice union Combustion control alarm switch Position Indicating Meter Gas Regulator Flow switch Sight Glass Flow Meter Electric Flow Transmitter Indicating Controller Annunciator Point Alarm Switch Thermowell Solenoid Valve Push Button Station Level Indicator Electronic Thermocouple temperature control 2” Control Valve150/300 lb CS Actuator 4” ditto 6” ditto 2” ditto SS 304/316 4” ditto 6” ditto Thermocouple temperature control 12” CS liquid level gauge 1” x 2” 300 lb safety relief valves 2” x 3” ditto 2” dia electronic flow transmitter 4” ditto 4” electronic liquid level transmitter Electronic pressure transmitter 2. seal Level transducer with flange O2 Analyzer Chromatograph E / P Converter PIC Electronic Conductivity Probe Turbine meter 4” dia Analyzer Indicator 45 Material $ Cost M.1 2.00 6.6 2.00 4.1 6.7 2.5 0.5 2.279 6.00 2.00 3.00 6.50 6.836 55.50 3.927 4.607 15.00 2.5 4.7 16.420 1.5 6 2.860 1.5 excluded 2.1 2.50 220 240 4. $56.50 2. Type / application Cost d/d to site Painting / finishing robot multi axis 15 pound load electric – servo reach 70” – 80” reach unit weight 1.525 .10 10% – 30% of unit cost $63.5 16.Flow ratio / indicator controller Combustion control flame arrester Pressure indicator Electronic temperature recorder Differential Pressure Gauge Differential Pressure Transmitter 2.575 4 .554 excluded $174 $1.$76.0 2.10 10% – 30% of unit cost 46 Integration costs 10% – 30% of unit cost .680 6 .$43.685 4-8 10% – 30% of unit cost $35.12 10% – 30% of unit cost $32.250 pounds (shipped to site in 4-7 pieces) Welding robot multi axis 35 pound load electric –servo reach 60” – 70” reach unit weight 800 – 950 pounds (shipped to site in 6-9 pieces) Welding robot multi axis 60 pound load electric – servo reach 70” – 90” reach unit weight 800 – 950 pounds (shipped to site in 69 pieces) Material handling / packaging / clean room application multi axis 15 pound load electric – servo reach 30” – 50” unit weight 120 pounds (shipped to site in 58 pieces) Material handling / packaging / clean room application $45.385 .12 $58.0 1.175 Installation man hours (does not include integration / programming) 6 .50 10.025 .050 – 1.373 excluded 1.150 .$85.820 8.275 .50 Robotic Systems: 2009 Pricing Basis: The following are budget pricing and installation costs associate with a number of industrial robots.$41.650 6 . 185 .800 .000.750 pounds (shipped to site in 5-8 pieces) Material handling / palletizing / depalletizing / packaging multi axis 350 pound load electric –servo reach 70” – 120” unit weight 3.000 robotic welding / material handling machines in operation worldwide in 2003 according to the UN/ECE and this number is expected to grow dramatically in the next decade or two.$90.830 8 .16 10% – 30% of unit cost $89.20 10% – 30% of unit cost Note there are currently more than 1.200 pounds (shipped to site in 5-8 pieces) Material handling / palletizing / depalletizing / packaging multi axis 550 pound load electric –servo reach 90” – 140” unit weight 3.1.350 .800 12 .multi axis 25 pound load electric – servo reach 40” – 60” unit weight 220 pounds (shipped to site in 58 pieces) Material handling / clean room multi axis 15 pound load electric – servo reach 30” – 50” unit weight 330 – 450 pounds (shipped to site in 5-8 pieces) Material handling palletizing / depalletizing multi axis 100 pound load electric –servo reach 50” – 70” unit weight 1. Reconditioned machines/ units can cost anywhere from 20 – 50% of the above values 47 .$88.350 .$89.880 6-8 10% – 30% of unit cost $78.$111.12 10% – 30% of unit cost $70.4.4.000 .500 .250 .800 pounds (shipped to site in 6-10 pieces) $73.300 16 . maximum case size 24” L x 18” W x 18” H Electrical requirements 230 Volts. 15 Amps 10. Maximum weight 4. turntable electric motor 0. turntable diameter 60”.500 # 48 Electrically driven standard duty 25 FPM 7.000 pounds.537 Installation Man hours 10 191. 20 Amps 10 – 20 cases per min.648 8 Roller Conveyors in 10’ section: (2009 Pricing basis) Specification Speed Weight capacity Gravity Feed Electrically driven standard duty 25 FPM 4.The following are budget pricing and installation costs associate with a number of industrial wrappers / palletizes.468 22 37. plastic film 50 – 150 gauge Footprint of equipment 15’ x 20’ 2. maximum case size 20” L x 12” W Electrical requirements 115 Volts. case erectors roller conveyors and various material handling equipment.000 boxes per hour.75 HP TEFC motor.000 # .170 8 14. maximum load size 48” length x 48” wide x 72” high. 60 Amps (Lantech) 10 – 20 cases per min. 2009 Pricing Basis: Type of Equipment Stretch Wrappers (Rotating) Palletizes / Wrapper Case Erector Case Sealer Specification Cost in $’s Turntable speed 1 – 10 RPM.500 # N/A 3. maximum pallet size 48” x 48” Palletized load height 108” Electrical requirements 460 Volts. 424 N/A $48.50” 0.50 HP TEFC AC motor $971 $289 48” 4” x 0.153 N/A $7.50 4.360 Warehouse Miscellaneous Equipment (2009 cost basis) Type of Equipment Cost Remarks Fork Lift (Hyster / Daewoo / Clark / Pettibone / Mitsubishi) Electric Ditto with moving cab (25’ high Crown) Personnel Cart (Golf Cart) (Taylor – Dunn / E-Z-Go) Tennant Floor Sweeper Battery charger (Exide / Ferro Five) Volts 208 / 240 / 480 .219 N/A $20.25” channel.Width Frame Roller centers Electric drive 48” 4” x 0.20' ditto 20' .00 .25” channel.14 10.496 $6.62 $497.37 / 32 / 16 Amps $32.000 for a 30.08 25.25” channel.50” 0.75 HP TEFC AC motor $1.24 $46.000 SF / 2.18 $29. with 3” cross braces 3.50 6.50” N/A Cost per 10’ section 48” 4” x 0.$250.153 N/A N/A Warehouse / Material Handling Equipment: The following are SF / M2 costs related to storage racking.20 $ M2 / Cost of Racking footprint $152.800 M2 Warehouse facilities. with 3” cross braces 3.40' ditto $ SF / Cost of Racking footprint $14. the pricing basis is 2009: Description 10' high metal racking 10' .64 49 M.11 * Allowance for bar coding system: $100.58 $314. with 3” cross braces 3. Painting Primer & 2 coats of paint to the following: Description Pipes up to 4” dia / 100 LF Ditto 4” to 8” Ditto 8” to 10” Ditto 10” to 12” Material 7.’ s 2.50 8.73 40. H.000 . Sprayed acrylic paint / SF 1. most probably located on U.75 5.5% to 5% of major equipment on complex process facilities Freight 3% to 5% of major equipment cost.E. Spare Parts 2.5% of M. and the balance 70% S. The following is a discussion on the merits / advantages and some disadvantages of utilizing modular construction components.25 2.25% .5% of M.S.5% of major equipment Operator training 2. use quoted value were possible) Vendor assistance 0. has an assortment of carbon steel and stainless steel piping (60% C.E.) multipliers.S.30 2.50 3.00 4. TYPE OF PLANT Chemical .3.5% to 5% of major equipment cost Spare Parts 5% to 7.75 3. Median Range: More often than not is a combination of enclosed / open structure. open shop or a combination of union construction workforce and a normal construction schedule.75 2.S. High Range: Usually the major equipment is housed in an enclosed structure / building. a reasonably sophisticated instrumentation / control system.50 MEDIAN M.E. Multiplier 3. is a hazardous process.5% of major equipment on complex process facilities Operator Training 0 to 2. gulf coast.E.00 1.E.50 3. or better).S.Liquids / Solids Chemical . the work involves upgrading / modernizing various systems. the project will utilizes modular construction concepts.50 1. an unsophisticated instrumentation / control system.5% – 1.25 5. Multiplier 5.50 Low Range: In general is an open structure. Multiplier 6.Liquids Chemical . has a state of the art instrumentation / control system. plus the same value specific to the indirect values less the design effort. has an assortment of carbon steel and a high content of stainless steel piping (30% C. and the balance S.E. open shop or a combination of union construction workforce and a fast track construction schedule. Other factors • • • • • • • • Royalties / licensor fee’s 0.25 4.00 HIGH RANGE M.52 incl Typically liquids and solids type chemical plants / facilities fall into one of the following categories / major equipment (M.00 2. (could be more in many cases.Solids Pharmaceutical Power Steel LOW RANGE M.S. or better). These multipliers apply to North American plants.47 – 3. the process is based on new technology.75 2.50 4. Some of the initial observations / Benefits that modular construction can provide are: 50 . has a high level of carbon steel piping. open shop construction workforce and a normal construction schedule. Overtime / shift work 0 –10% of direct labor. i. control valves. These topics / considerations include: Client’s requirements / standardization for future applications High quality appearance Fabricated / Constructed off site optimizing the need for site based labor The project will need to be broken out into various elements what will be stick built and what will be modularized Can modules be ordered / purchased as fully completed – functional units. 51 . No cost premium for stick built applications. Conventional methods (stick built) Or modular / pre-fabricated systems Or a combination of both approaches Like in all engineering / construction decisions there are numerous issues to take into account when selecting the optimum approach. complete with installed instrument devices. Training of workers to fabricated sophisticated stick built systems is not really required.e. motors. Need for qualified workers for short / long periods of time.Condenses the overall construction effort Lessens the number of field labor hours Diminishes interference of existing facility / plant production operations Cuts down on the amount of check out / punch list time Curtails potential start-up problems Optimizes facility commercial operations Modular construction methods have for decades been utilized in the offshore oil industry and to some extent in the Chemical / Process industry. with load centers. Waste / cutting and dust from construction activities are a problem. especially if other phases of the project have been completed. The first question that needs to be asked when considering the path forward for the detailed design of a future manufacturing / process project is what category of engineering / construction should be applied. PLC’s and any other features What will be the hook-up requirements for piping. cable and control wiring Future maintenance considerations Future modifications Expansion considerations Costs / Life cycle Ease of installation Schedule / Fast track construction Undemanding future alteration / modifications Plus’s and minus’s of Conventional methods (stick built) V ‘s modular / pre-fabricated systems Work can start relatively quickly. which could help the case for modules / preassemblies. could be shortages of qualified workers in certain areas. An in depth exploration / search / assessment of current specific data sources / published work dealing with capital cost estimating and specifically “Process related Conceptual / Front End Estimating” indicates a real need for current / real time comprehensive front end / conceptual capital cost estimating data. new estimating tools / data bases and electronic cost sources. and product modifications that take place on a constant basis in today’s construction industry. but no one publication has been developed to service “Front End Conceptual Estimating” for work specific to the process / manufacturing / chemical / refinery industries.000 assignment 7. i. much of it biased towards “general construction”. TYPICAL DETAILED EPC ENGINEERING MAN-HOUR BREAKDOWN: The following is a characteristic Engineering. he or she must have a command / knowledge of “process related” business intelligence.) sized projects.H. rookie cost estimators / engineers frequently find difficulty in obtaining rules of thumb / historical norms / instructions / tutoring on how to prepare / compile a Front End / Conceptual Cost Estimate. he or she must keep up to date with computer / technology advances.00 3. vendor publication data / pricing. Procurement and Construction (EPC) detailed breakdown of detailed design man-hours for a “process” related project. computerized spreadsheet methods. schools. Detailed (EPC) Engineering Man-hour Breakdown Function Project Management Design.00 1.e. office building. This EPC effort is many times executed on a lump sum basis with change orders for additional or reduced scope.50 1. new construction equipment and support systems. The successful cost estimator / cost engineer must have an open and inquiring mind.50 19. The data is based on historical data for small to large ($3-$65 million T.50 (Heat balance PFD’s) 2.50 2.I. cost related journals / cost estimating articles / publications.’ s on a typical 10.As has been mentioned earlier a good cost estimator / cost engineer is an invaluable asset to any organization. hotels. etc. it is the intent that this database / document and subsequent updates will fill / satisfy this current void. hence the reason for the production of this data source.50% 750 3. There is a fair amount of “detailed” cost estimating data in the marketplace.00 3.50 3. housing.900 . Drafting and CAD Description / Task Project Manager / Project Engineer Chemical / Process Engineering Design Civil / Structural (Drawings & spec’) Architectural (ditto) Electrical (ditto) Instrumentation (ditto) Mechanical (ditto) Building services / utilities / piping S/T Civil / Structural / 52 Man-hour Percentage M.C. he or she must be able to estimate the margin between what the business will bear and what the real cost is to execute the “EPC project”. just as a bad cost estimator / cost engineer could be a real danger to any profit motivated organization. he or she must be a speed reader of trade publications.00% 8. 00 5.00 1.00 0.50 1.250 5.50% 100.75 0.50 14.50 1.00 % 1.50 4.50 650 2.25 1.50% 3.150 10. ’s The above would typically be between 9% and 14% of the Direct Construction and in direct cost.H. Construction Management would be 4% to 7% of the same cost. PROJECT MANAGEMENT ENGINEERING PROCUREMENT & PROJECT CONTROL INFORMATION The subsequent lists below are typical reporting deliverables required for a $10-$65 million “process related” EPC project.00 6.300 6. Project Management 1 Deliverables Weekly Project status report. summarizing major goals achieved problem areas: reporting current status of Engineering / Detailed Design / Procurement 53 BiWeekly Monthly X X .50 1.50 2.Architectural (ditto) (Engineering Deliverables) Contracts / Procurement Project Controls / Support Services / Accounting Document Control / Office Administration Equipment (ditto) Piping (P & I D’s) (ditto) Electrical (ditto) Instrumentation (ditto) Mechanical (ditto) S/T Purchasing / Contracts Inspection QA / QC Expediting / Transportation S/T Estimating / Estimating Database Mgmt Cost Engineering / Return Data Planning / Scheduling Value Engineering Accounting Computer support / IT Library /Technology services RFQ ‘s / Bidding / Proposals / Sales S/T Secretaries Document control Office admin / HR Construction support / Safety S/T Total 3.50 5.50 43.50 12.00 11.50 1.50 0.50% 3.00% 3.00 2.000 M. . Insulation and any other engineering needs X X X X X X X X X 54 X X X .2 3 4 5 6 7 8 Engineering / Detailed Design / Design Control 1 2 3 4 5 6 and Construction V’s planned performance. Electrical – Instrumentation.C. electrical. civil. Project safety report 30 day look ahead schedule Detailed CPM schedule update PM work hours spent to date compared to original budget Scope of Work modification report EPC “S” Curves Approved client C. report X X X X X X X X X X X X X X X Deliverables Weekly BiWeekly Monthly Engineering status report discipline man-hours expended to date: V’s current budget issued weekly Discipline trend bi-weekly report. etc Average Engineering / Design hourly cost V’s original value Third party Engineering / Consultants status report Major Activities / Deliverables drawings compiles and percentage complete / specifications completed by discipline / SOW deviation report Status of Process Data. Equipment (PFD’s) layouts. i.e. Process piping (P&ID’s). C-S-A deliverables. piping. biweekly Current commitment report.E. status report Expediting Record Report / M. Status report Procurement Summary Executive Report.E. QA / QC monthly M.Procurement / Materials Management / Contracts / Q.-Q.C. bi-weekly / Monthly status report Contracts placed. biweekly Purchase Orders placed. monthly Inspection Reports.A. monthly Long lead delivery status report Warranty / spare parts status X X X X X X X Deliverables X X X X X X X X Invoice to clients Invoices from vendors Invoices from sub contractors Payments received Payments to vendors Payments to sub contractors Payments to 3rd parties total accounting reports Accounting report / Accruals / Commitment report / Expense status reports / Expended to date report Back charge register / scrap – salvage report / consumables report 55 X X Weekly BiWeekly Monthly X X X X X X X X X X X X X X X X X X X X X X X X X . 1 2 3 4 5 6 7 8 9 10 Accounting Reports 1 2 3 4 5 6 7 8 9 Deliverables Weekly BiWeekly Monthly Purchase Inquires / Requisitions issued. with total to date costs & final cost impact Weekly change order / trend report including actual and potential change orders X 56 .A. by major bid package / WBS / by area.O. weekly Rental / leased construction equipment report Field manpower report (daily headcount report) / Visitor log X X X X X X X X X X X X X X X X X X X X X Note this field information / reporting system is issued to both the P M and Project Control groups for integration into the PM monthly status report. monthly Site / Field scope / change order report. monthly Batch Plant / Bulk Material / Major Equipment receiving report Construction Equipment utilization / Local Purchasing Report Milestones / Percentage complete per week Safety Report. ‘s with total to date costs & final forecast Sub Contract status report / Major quantities installed Field labor efficiency status report. Project Control Issues 1 2 Deliverables Weekly BiWeekly Monthly X Monthly cost report: by work breakdown structure by area. C.Construction Management / Field Activities 1 2 3 4 5 6 7 8 9 10 Deliverables Weekly BiWeekly Monthly X Monthly site / field cost statement. it’s only after the first six months of work that they realize that there is a lot to learn in this EPC business.e. such as: • • • • • • • • • • • • • Close out reports Final account reports Punch list reports System acceptance / handover reports Insurance status log Purchase order log Change order log Bid opening sheets Major Equipment Bid summary Addendum / Bulletin log Inspection / Expediting status reports Receiving reports Back charge log Which need to be compiled as an ongoing project related activity? To summarize some of the points made earlier in this data source: The profession / activity of a Project Control Engineer (this includes capital cost estimators / cost engineers / planners etc. young engineers all want to be Project Managers when they leave college !!!. due in part to the non glamorous appearance / appeal of the job function (appears to be akin to accounting).3 4 5 6 7 8 9 Field change order log / Quantities installed report / Trend reports Value Engineering Monthly Report / Biweekly Trend report Bi-Monthly Cost Management Status Executive Cost / Schedule Summary Report 30 / 60 / 90 day look ahead schedule Project cash flow report Expended and Committed funds report Monte Carlo Risk Analysis report indicating contingency funding requirements / Contingency run down report X X X X X X X X X X X X Note there are other project specific reports in addition to the above. i. however in the last 5 – 10 years many young engineers now 57 . the eye shade and adding machine look.) has been in the last couple of decades been a third or fourth career choice / profession and a profession that “rookie” engineers / business major’s have to a large extent steered clear of. used correctly the conceptual estimator can benchmark his or hers conceptual estimating library with the return cost / man-hour data from the completed project and calibrated there current library for future front end / conceptual activities. his or hers suggestions and advice can have a major impact on the future of the EPC project. it can present the history of what was originally (scoped out) and estimated / planned versus what was actually engineered and built. timely and dependable front –end / conceptual CAPEX estimates. Conceptual / Front End cost estimating is a tremendous business tool. The point and focus of this frontend / conceptual estimating database is to provide an up to date tool for construction professionals that will assist in the compilation of more accurate. Operating Plant) Economic / Business climate (Inflation. more and more Project Control engineers are being promoted to Project Managers and eventually migrating into the ranks of upper management.’s. Topics the cost estimator / engineer must consider that could impact the final cost of a project includes the following: • • • • • • • • • • • • • • Size of Project (small or large) Location of Project (North America or Overseas) Completeness of Engineering Deliverables Timing of the Estimate (due date) Contract Clauses (L.realize that starting off there career in “Project Controls” can be a smart move. the front end / conceptual estimate can be used as the audit trail of why it was adjusted. the scope of work and the estimate format are flawed.e. i. insurance requirements and payment terms): Site Specific Items (Access / Egress. Fortune 500 companies and some of the major EPC companies have dedicated staffing (data retrieval / collection) resources that collect / calibrate in-house proprietary return historical material costs and man hour data production rates that is calibrated for use on there future capital projects.e. Bear in mind that the Cost Estimator / Cost Engineer is a vital member of the Project management team. Union / Non Union Labor) Regulatory Permits Weather conditions (winter work requiring snow removal or summer work were extreme hot weather is encounter that typically impacts labor productivity): Completion Date (overtime / shift work) Quality of Engineering Deliverables / Specifications Type of Project (New / Revamp / New Technology) A mixed bag of numbers is of little use to anyone involved in the construction process if its estimate basis is not consistent and the estimating effort is not fully thought out. as we all know many times the scope and timing of capital projects will typically be subject to change during the projects life cycle. D. such as steel and plywood) Type of Contract Labor Factors (Productivity. Performance Guarantees. 58 . Cost Increases and shortages of key materials. Many owner type companies i. however this resource / tool can be used to give details or support the decisions and the genesis of the project(s) scope and how it was developed and possibly modified.