Chapter 16
Construction Organization and On-Site Management: The Comprehensive Capability of “Old Work, New Execution”
Compiled by Guangdong Fortune Stone New Material Co., Ltd.
Key Points
- Facade retrofit construction is not “new work” but “old work, new execution.” New work is painting on a blank canvas; old work is repairing and repainting. Those who can manage facade retrofit construction well are the true experts.
- Facade retrofit construction is fundamentally different from new construction: the core of new projects is “efficiency,” while the core of facade retrofit projects is “balance”—seeking balance among disturbance control, schedule pressure, cost constraints, and quality requirements.
- Facade retrofit construction has three major particularities: complex construction environment, uncertain substrate conditions, and frequent cross-operation. This determines that facade retrofit construction organization cannot copy the model of new construction projects.
- Construction organization design must grasp four dimensions: process arrangement, work face division, construction team management, and material management.
- Quality management grasps five links: substrate treatment, waterproofing system, leveling system, flexible stone application, and node sealing; safety management grasps four priorities: working at height, electricity, fire prevention, and resident safety.
- The goal of schedule management is “controllable delay,” and the goal of communication management is “advance notice, in-process response, post-event visit.”
16.1 The “Three Particularities” of Facade Retrofit Construction
16.1.1 Complex Construction Environment
Facade retrofit projects are usually located in built-up areas, surrounded by residents, shops, and traffic, with a complex construction environment.
Limited construction space—material stacking, mechanical operations, and personnel passage are all restricted. Limited construction time—cannot affect residents’ rest, shop business, or traffic passage. Limited construction noise—cannot use large crushing equipment, only small tools.
Table 16-5 Response Strategies for Complex Construction Environment
| Restriction Type | Specific Manifestation | Response Strategy | Implementation Points |
|---|---|---|---|
| Construction space | Material stacking, mechanical operations restricted | Reasonable planning, batch entry | Site survey in advance |
| Construction time | Cannot affect residents’ rest | Segmented construction, off-peak operations | Communicate with residents |
| Construction noise | Cannot use large equipment | Low-noise process | Utility knife, pressing plate |
In terms of construction equipment, the enterprise’s independently developed flexible stone cutting device integrates cutting, fixing, pushing, and dust removal, solving the problems of large dust, high noise, and easy material damage in traditional cutting. Through the coordinated cooperation of the positioning base, folding assembly, cutting assembly, pushing assembly, and dust removal assembly, the cutting process is more precise, efficient, and environmentally friendly, especially suitable for the “retrofit while occupied” construction environment of facade retrofit projects.
16.1.2 Uncertain Substrate Conditions
The substrate conditions of facade retrofit projects can only be predicted through investigation before construction, but actual construction often reveals “worse than expected.”
After removing the old facing, the substrate hollowing is found to be more severe than expected; when waterproofing, the water seepage points are found to be more numerous than expected; when leveling, the flatness is found to be worse than expected.
Table 16-6 Response Strategies for Uncertain Substrate Conditions
| Uncertainty Factor | Pre-Construction Prediction | Construction Discovery | Response Strategy |
|---|---|---|---|
| Hollowing rate | Investigation sampling 20% | Actual 35% | Adjust scheme, add budget |
| Water seepage points | Local water seepage | Large-area water seepage | Comprehensive waterproofing |
| Flatness deviation | 5 mm deviation | 15 mm deviation | Comprehensive leveling |
A site story of “problems discovered only after removal”:
We took on a facade retrofit project; during investigation, the substrate hollowing rate was estimated at about 20%. During construction, after removing the old facing, the actual hollowing rate reached 35%—much more severe than expected. The project manager immediately adjusted the scheme: increased substrate treatment workload, re-arranged the schedule, and added budget. The client asked: “Why wasn’t this discovered during investigation?” We said: “Investigation is ‘sampling,’ construction is ‘comprehensive.’ Sampling can only predict; comprehensive can discover. Facade retrofit projects require psychological preparation for ‘remove first, then see.'”
16.1.3 Frequent Cross-Operation
Facade retrofit projects often involve multiple disciplines—structural reinforcement, waterproofing, exterior facade, door and window replacement, roof repair, etc.—with frequent cross-operation.
Process connection—processes of various disciplines need reasonable arrangement to avoid conflicts. Work face handover—work faces of various disciplines need timely handover to avoid idle time. Finished product protection—finished products of various disciplines need mutual protection to avoid damage.
Table 16-7 Coordination Strategies for Cross-Operation
| Coordination Type | Core Problem | Coordination Strategy | Implementation Points |
|---|---|---|---|
| Process connection | Process conflicts among disciplines | Reasonable scheduling, clear sequence | Construction organization design |
| Work face handover | Work faces not timely | Regular coordination, clear responsibility | Coordination meeting |
| Finished product protection | Finished products damaged by each other | Coverage protection, clear responsibility | Finished product protection system |
16.2 The “Construction Organization Design” of Facade Retrofit Construction
The construction organization design of facade retrofit construction needs to focus on “four dimensions”: process arrangement, work face division, construction team management, and material management.
16.2.1 Process Arrangement
The process arrangement of facade retrofit construction needs to follow the principles of “inside before outside, top before bottom, difficult before easy.”
Inside before outside—first do substrate treatment, waterproofing, and leveling, then flexible stone application and node sealing. Top before bottom—first do high-level parts, then low-level parts, avoiding upper-level construction contaminating lower-level finished products. Difficult before easy—first do complex parts (internal and external corners, door and window openings, curved parts), then simple parts.
Table 16-8 Process Arrangement of Facade Retrofit Construction
| Process | Content | Sequence | Schedule |
|---|---|---|---|
| 1 | Erect scaffolding, install gondolas | First | 3–5 days |
| 2 | Substrate investigation, mark hollowing areas | First | 2–3 days |
| 3 | Remove hollowing areas, repair substrate | Inside first | 5–10 days |
| 4 | Comprehensive waterproofing coating | Inside first | 3–5 days |
| 5 | Local leveling | Inside first | 3–5 days |
| 6 | Flexible stone application | Top before bottom | By area |
| 7 | Node sealing | Difficult before easy | 2–3 days |
| 8 | Finished product protection, cleaning, acceptance | Last | 2–3 days |
A practical case of “process arrangement”:
We took on a 15-story residential building facade retrofit project; the process arrangement was as follows: erect scaffolding, install gondolas → substrate investigation, mark hollowing areas → remove hollowing areas, repair substrate → comprehensive waterproofing coating → local leveling → flexible stone application (high-rise before low-rise, complex before simple) → node sealing → finished product protection, cleaning, acceptance. The entire process arrangement was reasonable, with no idle time or rework. The project manager said: “When the process arrangement is right, construction is smooth.” We said: “The process is the construction roadmap. When the roadmap is right, construction is smooth.”
16.2.2 Work Face Division
The work face division of facade retrofit construction needs to be determined according to building form, construction process, and construction team.
By facade—divide the building facade into several work faces, with each work face handled by one construction team. By floor—divide the building by floor into work faces, with each floor handled by one construction team. By process—divide construction by process into work faces, with each process handled by one professional construction team.
Table 16-9 Work Face Division Methods
| Division Method | Applicable Scenario | Advantage | Limitation |
|---|---|---|---|
| By facade | Complex facade, large area | Synchronous construction, fast progress | Requires multiple teams |
| By floor | High-rise buildings | Clear responsibility, easy management | Vertical transportation pressure |
| By process | Professional division | Professional and efficient | High connection requirements |
A practical case of “work face division”:
We took on a commercial complex facade retrofit project with a large building area and complex facade. Work face division: divided by facade into four work faces—east, south, west, and north—with each work face handled by one construction team, and all work faces constructed synchronously. Construction progress significantly accelerated, and the schedule was shortened by 20%. The project manager said: “When work faces are divided well, progress comes up.” We said: “Work faces are the battlefield of construction. When the battlefield is divided well, progress comes up.”
16.2.3 Dimension Three: Construction Team Management
The team management of facade retrofit construction needs to focus on “three links”: technical briefing, process inspection, and finished product acceptance.
Technical briefing—before construction, conduct technical briefings for construction teams, clarifying construction processes, quality requirements, and safety requirements. Process inspection—during construction, regularly inspect construction quality and rectify problems in time. Finished product acceptance—after construction is completed, conduct finished product acceptance to ensure quality meets standards before entering the next process.
Table 16-10 Three Links of Construction Team Management
| Link | Timing | Content | Responsible Person |
|---|---|---|---|
| Technical briefing | Before construction | Process, quality, safety | Technician |
| Process inspection | During construction | Quality, schedule, safety | Construction team leader |
| Finished product acceptance | After construction | Quality acceptance | Technician + supervisor |
In construction team management, the enterprise’s independently developed non-migratory flexible stone emulsion technology reduces the difficulty of construction team management from the material level. This technology uses reactive emulsifiers, bonding emulsifier molecules to polymer particle surfaces through covalent bonds, fundamentally avoiding surface skinning, mold sticking, and water resistance degradation caused by emulsifier migration. This technology reduces construction quality fluctuations caused by material problems during production and use of flexible stone, reduces construction teams’ excessive dependence on material performance, and improves the stability of construction quality.
A practical case of “technical briefing”:
We took on a facade retrofit project; the construction team had no flexible stone construction experience. Before construction, we organized a technical briefing: flexible stone construction process—one scrape, two apply, three press, four level; substrate treatment requirements—strength, flatness, moisture content; bonding agent use requirements—ratio, mixing, open time; node treatment requirements—door and window openings, expansion joints, eaves; safe construction requirements—working at height, electrical safety, fire safety. After the technical briefing, the construction team constructed according to standards, and quality significantly improved. The construction team leader said: “When the technical briefing is done well, construction has a foundation.” We said: “The technical briefing is the construction manual. When the manual is clear, construction has a foundation.”
16.2.4 Material Management
The material management of facade retrofit construction needs to focus on “three links”: material entry acceptance, material storage management, and material use management.
Material entry acceptance—when materials enter the site, check brand, specifications, quantity, and quality to ensure compliance. Material storage management—when storing materials, pay attention to moisture-proof, sun-proof, and contamination-proof to ensure material quality. Material use management—when using materials, use by batch to avoid mixing and waste.
Table 16-11 Three Links of Material Management
| Link | Timing | Content | Responsible Person |
|---|---|---|---|
| Entry acceptance | Material entry | Brand, specifications, quantity, quality | Material controller + supervisor |
| Storage management | Material storage | Moisture-proof, sun-proof, contamination-proof | Material controller |
| Use management | Material use | Use by batch, avoid mixing | Construction team leader |
A practical case of “material management”:
We took on a facade retrofit project; flexible stone materials entered the site in batches. Material management measures: entry acceptance—when each batch of materials entered, check brand, specifications, quantity, and quality; storage management—materials stored in a dry, ventilated, sun-proof warehouse, avoiding moisture and exposure; use management—use by batch, first in first out, avoiding mixing. During the entire project construction period, material quality was stable, with no rework caused by material problems. The project manager said: “When materials are managed well, quality is guaranteed.” We said: “Materials are the ‘provisions’ of construction. When provisions are managed well, construction is guaranteed.”
Industry saying: Materials are the “provisions” of construction. When provisions are managed well, construction is guaranteed.
16.3 The “Quality Control” of Facade Retrofit Construction
The quality control of facade retrofit construction needs to focus on “five links”: substrate treatment quality control, waterproofing system quality control, leveling system quality control, flexible stone application quality control, and node sealing quality control.
Note: Specific prevention measures for common quality problems are detailed in Chapter 18. This chapter focuses on the management processes and inspection methods of quality control.
16.3.1 Substrate Treatment Quality Control
Control points: hollowing areas thoroughly removed, repair firm; substrate strength ≥0.3 MPa; substrate moisture content ≤10%; substrate flatness deviation ≤4 mm.
Inspection methods: visual inspection, tapping, pull-off, moisture content testing.
Table 16-12 Substrate Treatment Quality Control
| Control Item | Standard | Inspection Method | Inspection Frequency |
|---|---|---|---|
| Hollowing | No hollowing | Tapping | Full inspection |
| Substrate strength | ≥0.3 MPa | Pull-off | One group per 500 m² |
| Moisture content | ≤10% | Moisture meter | One location per 100 m² |
| Flatness | ≤4 mm | 2 m straightedge | Three locations per 100 m² |
16.3.2 Waterproofing System Quality Control
Control points: waterproofing layer complete, no omissions; waterproofing layer thickness meets requirements; node waterproofing reliable.
Inspection methods: visual inspection, thickness testing, water storage test.
Table 16-13 Waterproofing System Quality Control
| Control Item | Standard | Inspection Method | Inspection Frequency |
|---|---|---|---|
| Integrity | No omissions | Visual inspection | Full inspection |
| Thickness | Meets requirements | Thickness gauge | Three locations per 100 m² |
| Node waterproofing | Reliable | Water spray test | Full inspection |
16.3.3 Leveling System Quality Control
Control points: leveling layer strength ≥0.3 MPa; leveling layer flatness deviation ≤4 mm; leveling layer fully cured.
Inspection methods: visual inspection, pull-off, straightedge inspection.
Table 16-14 Leveling System Quality Control
| Control Item | Standard | Inspection Method | Inspection Frequency |
|---|---|---|---|
| Leveling layer strength | ≥0.3 MPa | Pull-off | One group per 500 m² |
| Flatness | ≤4 mm | 2 m straightedge | Three locations per 100 m² |
| Curing | Fully cured | Check records | Full inspection |
16.3.4 Flexible Stone Application Quality Control
Control points: bonding strength ≥0.3 MPa; hollowing rate ≤5%; surface flat, no scratches, no contamination; joints uniform and straight.
Inspection methods: visual inspection, tapping, pull-off, straightedge inspection.
Table 16-15 Flexible Stone Application Quality Control
| Control Item | Standard | Inspection Method | Inspection Frequency |
|---|---|---|---|
| Bonding strength | ≥0.3 MPa | Pull-off | One group per 500 m² |
| Hollowing rate | ≤5% | Tapping | Full inspection |
| Flatness | ≤3 mm | 2 m straightedge | Three locations per 100 m² |
| Appearance | No defects | Visual inspection | Full inspection |
16.3.5 Node Sealing Quality Control
Control points: door and window opening sealing reliable; expansion joint treatment in place; eave and balcony waterproofing reliable.
Inspection methods: visual inspection, water spray test.
Table 16-16 Node Sealing Quality Control
| Control Item | Standard | Inspection Method | Inspection Frequency |
|---|---|---|---|
| Door and window openings | No leakage | Water spray test | Full inspection |
| Expansion joints | Reliable sealing | Visual inspection | Full inspection |
| Eaves and balconies | No leakage | Water spray test | Full inspection |
A practical checklist of “quality control”:
The quality control checklist we provide to construction teams usually includes: substrate—strength, flatness, moisture content; waterproofing—integrity, thickness, nodes; leveling—strength, flatness, curing; flexible stone—bonding strength, hollowing rate, appearance; nodes—doors and windows, expansion joints, eaves, balconies. The construction team leader said: “With this checklist, inspection has standards.” We said: “Quality control is inspection according to the checklist. When the checklist is clear, inspection has standards.”
16.4 The “Safety Management” of Facade Retrofit Construction
The safety management of facade retrofit construction needs to focus on “four links”: working at height safety, electrical safety, fire safety, and resident safety.
16.4.1 Working at Height Safety
Facade retrofit construction mostly involves working at height, with high safety risks.
Safety measures: erect qualified scaffolding or install qualified gondolas; workers wear safety belts; set up warning lines in operation areas; stop working at height in severe weather.
Table 16-17 Working at Height Safety Management
| Safety Requirement | Specific Measure | Inspection Frequency | Responsible Person |
|---|---|---|---|
| Scaffolding | Qualified, with net protection | Daily | Safety officer |
| Safety belt | High hanging, low use, firmly attached | Daily | Safety officer |
| Warning line | Set up in place, clear warning | Daily | Safety officer |
| Weather restriction | Stop work in strong wind and thunderstorms | Daily | Safety officer |
16.4.2 Electrical Safety
Facade retrofit construction sites have frequent electricity use, with high safety risks.
Safety measures: install leakage protectors on electrical equipment; overhead or buried cable laying; reliable grounding of electrical equipment; electricians with certificates.
Table 16-18 Electrical Safety Management
| Safety Requirement | Specific Measure | Inspection Frequency | Responsible Person |
|---|---|---|---|
| Leakage protection | Install leakage protectors | Daily | Electrician |
| Cable lines | Overhead or buried, no damage | Daily | Electrician |
| Grounding protection | Reliable grounding | Daily | Electrician |
| Certified personnel | Electricians with certificates | Daily | Safety officer |
16.4.3 Fire Safety
Facade retrofit construction sites have flammable materials, with high safety risks.
Safety measures: flammable materials stored separately; hot work with hot work permits; equipped fire extinguishers; strictly prohibit smoking and open flames.
Table 16-19 Fire Safety Management
| Safety Requirement | Specific Measure | Inspection Frequency | Responsible Person |
|---|---|---|---|
| Flammable materials | Stored separately | Daily | Material controller |
| Hot work | Hot work permit | Each time | Safety officer |
| Fire extinguishers | Sufficient and effective | Weekly | Safety officer |
| No smoking or open flames | Set up smoking areas | Daily | Safety officer |
16.4.4 Resident Safety
Facade retrofit projects have residents nearby, with high safety risks.
Safety measures: isolate construction areas from resident areas; set up safety warning signs; construction time avoids residents’ rest hours; establish resident complaint response mechanisms.
Table 16-20 Resident Safety Management
| Safety Requirement | Specific Measure | Inspection Frequency | Responsible Person |
|---|---|---|---|
| Area isolation | Construction area isolated from resident area | Daily | Safety officer |
| Warning signs | Set up in place, clear and conspicuous | Daily | Safety officer |
| Construction time | Avoid residents’ rest | Daily | Construction team leader |
| Complaint response | 24-hour response | Daily | Project manager |
A practical case of “safety management”:
We took on a residential building facade retrofit project; safety management measures: working at height—erect qualified scaffolding, workers wear safety belts; electrical safety—install leakage protectors, electricians with certificates; fire safety—flammable materials stored separately, equipped fire extinguishers; resident safety—construction areas isolated from resident areas, set up safety warning signs. During the entire project construction period, no safety accidents occurred. The project manager said: “Safety is the bottom line of construction. When the bottom line is held, construction is stable.” We said: “Safety is the bottom line of construction. If the bottom line cannot be held, everything is wasted.”
16.5 The “Schedule Management” of Facade Retrofit Construction
The schedule management of facade retrofit construction needs to focus on “three links”: schedule plan preparation, schedule process control, and schedule adjustment and optimization.
16.5.1 Schedule Plan Preparation
Preparation points: according to process arrangement, work face division, and construction team configuration, prepare detailed schedule plans; schedule plans should reserve “unforeseen time”—substrate problems, weather changes, material delays, etc.; schedule plans should clarify “key nodes”—substrate treatment completion, waterproofing completion, flexible stone application completion, etc.
Table 16-21 Schedule Plan Preparation Points
| Preparation Point | Content | Notes |
|---|---|---|
| Process arrangement | Time arrangement for each process | Reasonable connection |
| Work face division | Time arrangement for each work face | Synchronous construction |
| Unforeseen time | Reserve 5%–10% | Respond to emergencies |
| Key nodes | Clarify key nodes | Key control |
16.5.2 Schedule Process Control
Control points: regular schedule inspection—inspect once a week, comparing plan with actual; timely correction of deviations—when schedule lags, increase construction force and extend construction time; key node priority control—key nodes such as substrate treatment, waterproofing, and flexible stone application are tracked with priority.
Table 16-22 Schedule Process Control Points
| Control Point | Content | Frequency | Responsible Person |
|---|---|---|---|
| Schedule inspection | Compare plan with actual | Weekly | Project manager |
| Deviation correction | Increase force, extend time | When deviation found | Project manager |
| Key nodes | Priority tracking | When nodes reached | Project manager |
16.5.3 Schedule Adjustment and Optimization
Adjustment points: when unforeseen factors are encountered, adjust the schedule plan in time; when adjusting the schedule plan, communicate and confirm with the client and supervisor; after adjusting the schedule plan, re-conduct technical briefings.
Table 16-23 Schedule Adjustment and Optimization Points
| Adjustment Point | Content | Notes |
|---|---|---|
| Timely adjustment | When unforeseen factors are encountered | Do not delay |
| Communication and confirmation | Communicate with client and supervisor | Written confirmation |
| Re-briefing | Re-brief after adjustment | Ensure execution |
A practical case of “schedule management”:
We took on a facade retrofit project with an original planned schedule of 60 days. During construction, the substrate hollowing was found to be more severe than expected, requiring increased substrate treatment workload. Schedule adjustment: increase construction force—from 2 construction teams to 3; extend construction time—extend daily construction time by 1 hour; optimize process arrangement—cross-operation of substrate treatment and waterproofing processes. Ultimately, the project was completed in 65 days, only 5 days longer than the original plan. The client said: “Your schedule management is a controllable delay.” We said: “In facade retrofit projects, delay is not scary; losing control is scary. Controllable delay is normal.”
16.6 The “Communication Management” of Facade Retrofit Construction
The communication management of facade retrofit construction needs to focus on “three objects”: communication with the client, communication with the supervisor, and communication with residents.
16.6.1 Communication with the Client
Communication points: regular progress reports—report construction progress, quality status, and problem handling to the client weekly; timely communication of major matters—substrate problems, schedule adjustments, cost changes, timely communication and confirmation; advance communication of acceptance nodes—notify the client in advance before key node acceptance.
Table 16-24 Communication Points with the Client
| Communication Content | Frequency | Method | Responsible Person |
|---|---|---|---|
| Progress report | Weekly | Meeting, report | Project manager |
| Major matters | Timely | Written, meeting | Project manager |
| Acceptance nodes | Advance notice | Notice, meeting | Project manager |
16.6.2 Communication with the Supervisor
Communication points: cooperate with supervisor inspections—actively cooperate with the supervisor’s daily inspections and node acceptance; timely rectification of problems—timely rectification and feedback of problems raised by the supervisor; synchronous document submission—construction documents submitted synchronously with construction progress.
Table 16-25 Communication Points with the Supervisor
| Communication Content | Frequency | Method | Responsible Person |
|---|---|---|---|
| Cooperate with inspections | Daily | On-site communication | Construction team leader |
| Problem rectification | Timely | Written feedback | Construction team leader |
| Document submission | Synchronous | Document transfer | Document controller |
16.6.3 Communication with Residents
Communication points: pre-construction notification—before construction, inform residents of construction time, content, and precautions; in-process response—during construction, timely respond to resident complaints and suggestions; post-construction visits—after construction, visit residents for satisfaction.
Table 16-26 Communication Points with Residents
| Communication Content | Frequency | Method | Responsible Person |
|---|---|---|---|
| Pre-construction notification | Before construction | Communication meeting, notice | Project manager |
| In-process response | During construction | On-site communication, phone | Construction team leader |
| Post-construction visits | After construction | Door-to-door visit | Project manager |
A practical case of “communication management”:
We took on a residential building facade retrofit project; communication management measures: with the client—weekly progress reports, timely communication of major matters; with the supervisor—cooperate with inspections, timely rectification of problems; with residents—pre-construction notification, in-process response, post-construction visits. During the entire project construction period, no major communication problems occurred. The project manager said: “Communication is the lubricant of construction. When the lubricant is added well, construction is smooth.” We said: “Communication is the lubricant of construction. When the lubricant is added well, construction is smooth.”
16.7 Decision Reference for Facade Retrofit Offices
Key Decision Points of This Chapter
- The core of facade retrofit construction is “balance,” not “efficiency.” Balance must be sought among disturbance control, schedule pressure, cost constraints, and quality requirements.
- Facade retrofit construction has three major particularities: complex construction environment, uncertain substrate conditions, and frequent cross-operation. Construction organization design must formulate response measures for these three particularities.
- Construction organization design must grasp four dimensions: process arrangement, work face division, construction team management, and material management. All four dimensions are indispensable.
- Quality management grasps five links, safety management grasps four priorities, schedule management grasps three links, and communication management grasps three objects. Each management item must form checklists and be assigned to responsible persons.
Compliance Check Items
- Verify whether the construction organization design covers the four dimensions of process arrangement, work face division, construction team management, and material management, and whether key nodes and unforeseen time are clearly defined.
- Verify whether the safety special plan includes the four links of working at height, electricity, fire prevention, and resident safety, and whether safety briefings, safety inspection records, and special operation personnel certificates are complete.
- Verify whether the quality control checklist covers the five links of substrate treatment, waterproofing system, leveling system, flexible stone application, and node sealing, and whether inspection frequency and responsible persons are clear.
- Verify whether pre-construction communication and notification with residents have been completed, whether a complaint response mechanism has been established, and whether schedule adjustments have been confirmed in writing by the client and supervisor.
Cost Reference Range
- Construction organization design and on-site management investment accounts for about 1%–3% of total cost, including technical briefing, process inspection, finished product acceptance, and schedule control costs.
- Safety and civilized construction measure fees are executed according to local regulations, generally accounting for 1%–2% of total cost, including scaffolding acceptance, safety nets, warning facilities, fire extinguishers, and temporary electricity protection.
- Schedule plans should reserve 5%–10% unforeseen time, and the contract level should simultaneously reserve 5%–10% unforeseen fees for responding to substrate deterioration, weather effects, cross-operation delays, etc.
- Resident communication and on-site coordination costs account for about 0.5%–1% of total cost depending on project complexity, including communication meetings, notices, visits, and complaint handling. Specific costs are based on local market prices.
Risk Warnings
- Risk of construction obstruction and resident complaints caused by complex construction environment. If not handled well, it may lead to work stoppage and rectification, or even public opinion crises.
- Risk of schedule delays and cost overruns caused by uncertain substrate conditions. Investigation can only predict; construction can discover. Unforeseen time and costs must be reserved.
- Risk of process conflicts, finished product damage, and responsibility disputes caused by frequent cross-operation. It must be controlled through coordination meetings, work face handover forms, and finished product protection systems.
- Risk of safety accidents such as falling from height, electric shock, and fire caused by inadequate safety measures. Safety is the bottom line; if the bottom line is lost, the project is zero.
- Risk of tense relationships among the client, supervisor, and residents caused by missing communication mechanisms. Communication is not “soft power” but a “hard constraint.”
Replicability Judgment
- The framework of “three particularities, four dimensions, five controls, four safety, three schedules, three communications” is highly replicable and can be compiled into a standard template for facade retrofit construction management.
- Tools such as technical briefing checklists, quality control checklists, safety inspection forms, schedule plan templates, and communication record forms are highly replicable and suitable for comprehensive implementation in facade retrofit projects.
- It is recommended to solidify practices such as “pre-construction communication meetings,” “remove first, then see,” and “controllable delay” into facade retrofit project management systems to improve the overall level of facade retrofit construction organization.
Reflections on Stone, Insights on Fortune
Facade retrofit construction is not “new work” but “old work, new execution.”
New work is painting on a blank canvas; old work is repairing and repainting. Those who can manage facade retrofit construction well are the true experts. Because facade retrofit construction tests not a single technology, but the full set of skills of coordination, judgment, communication, and adaptability. When process arrangement is right, construction is smooth;
When work face division is good, progress comes up; when technical briefing is clear, construction has a foundation; when the safety bottom line is held, everything is stable; when the communication lubricant is added well, the project is smooth. Old work, new execution—what is done is the system, what is won is the details.
References
[1] GB 50210—2018, Standard for Construction Quality Acceptance of Building Decoration[S]. Beijing: China Architecture & Building Press, 2018.
[2] JGJ 80—2016, Technical Code for Safety of Working at Height in Building Construction[S]. Beijing: China Architecture & Building Press, 2016.
[3] JGJ 46—2005, Technical Code for Safety of Temporary Electricity on Construction Site[S]. Beijing: China Architecture & Building Press, 2005.
[4] GB/T 50502—2009, Code for Construction Organization Design of Building Engineering[S]. Beijing: China Architecture & Building Press, 2009.
[5] JGJ/T 304—2013, Code for Quality Acceptance of Residential Interior Decoration Engineering[S]. Beijing: China Architecture & Building Press, 2013.