Smacna manual pdf free download

S What do the files contain? Do they contain the information you need? S How were the files made? What was the CAD specification? S What is the quality of the files? Are they complete? Are they correct? Will you have to field verify any of the information? What is the CAD specification for the files to be exchanged? How much effort will it take for you to make this translation? S Exchange Schedule. How many CAD files exchanges will you make?

How many are required in your con- tract? When will you make the exchanges? Remember that each exchange will take time and money. S Exchange Contents. What information will each exchange include? Which drawings will be included? What will be shown on each drawing? What stage of completion does each exchange represent? How can you use the files you receive? S Documentation.

How will you document these exchanges to track: what you deliver, what you receive, when exchanges are made, etc.? S Version Control. How will you know that you have the most current version of files from other team members? S Acceptance. This issue arises in the case of progress submittals when the project team submits preliminary data to the project owner or perhaps construction manager.

In these situations, the party receiving the submit- A. On receiving this notification, the project team members can make required changes and proceed with their work. How can you be sure review and acceptance will be timely? How can you protect yourself from being forced by deadline pressures to proceed with your work before receiving the necessary approval? See Liability on page A. S Ownership. Who will own the electronic files that you deliver to others?

In the case of coordination files ex- changed with other project team members, this is not a significant issue. It is an issue when design files are passed to the project owner or end user. See the discussion of this issue in the next section. In making such exchanges, determine.

What is the CAD specification for the files you will submit? S Submittal Contents. What specific information are you required to submit? At what point is the recipient deemed to have reviewed and accepted the files? When are you relieved of responsibility for the content of the electronic files?

After all, electronic files deteriorate over time and they can be modified without a trace. At some point the recipient must assume responsibility for main- taining the files and safeguarding their contents.

S File Ownership. Who will own the electronic files you deliver to others? This becomes an important issue with the files that the project owner or end-user receives. Ownership will determine which party can use the information contained in the files and how the files can be used. Depending on the specifics of your contract, you can retain ownership of your files, transfer ownership to the owner or end-user, or establish a shared own- ership of the files.

This may be the time to meet with the client or end-user to determine just how he plans to use your files and then discuss how you might work with the files and provide additional services. S The Receiver. Who will ultimately receive your submittal—the general contractor, the project owner, the end user, or consultant for a later phase of the work?

How will this party use your files? Is this an appropriate use for your files? If not, how can you protect yourself? S Archiving Issues. Does the project owner plan to keep your files as an archive? Does he understand the limita- tions of electronic archives? What should you keep for your own archive? A typical project team might include: designers and their design consul- tants, contractors and subcontractors, manufacturers and suppliers, and the project owner and end users.

Project team members work together in a complex matrix of relationships which changes as the project moves from preliminary phases through the end of construction and user occupancy. Project information flows through this matrix. At any time some project team members may want project information another member has or is developing. At any time you may have information that another team member will want.

Automation and CAD systems particularly have made it even easier to pass information back and forth among project team mem- bers and to do it quickly. The free, rapid flow of information among project team members can help team members communicate quickly, and can save time and effort as team members have the information they need instead of having to wait for it, and can keep the project moving forward.

The uncontrolled flow of project information among project team members can also pose risks. Without proper con- trol, team members can end up: S working with data that is incorrect, not ready, unchecked, or for other reasons should not have been exchanged S working with data that represents a design alternative rather than the actual design S working with design information that has not been approved for release S working with outdated information S working with multigenerational copies of data files S not knowing whether changes were made to the files as these copies were madeInformal information ex- changes among project team members can lead to these problems and raise serious liability problems.

In a well-run project, data exchanges between the team members are established in the contracts and are then managed carefully. The manager may be the principal designer, the general contractor, the construction manager, or some other party. Without effective management of data exchange within the project team, each team member is on his own.

Careful team members will implement their own data exchange management systems and there will be a great deal of dupli- cated effort. Whether project data exchanges are well managed or not, each project team member must protect himself. His goals should be: S to use CAD files received from others only if he can verify that they contain correct and current information S to assure that the information he is using from outside sources is kept current as changes occur S to assure that he releases only correct and current data to other team members S to document the whole process and develop a paper trail in case of later questions These principles apply when you are working on a multi-member project team.

They also apply when you are just working with other teams or even just other individuals in your own company. When working on a multi-member project team, your first step is to determine the nature and structure of your contrac- tual relationships.

This caution applies to other project team mem- bers, of course, but it also applies particularly to outsiders who want the information for their own uses. Let the general contractor or the project owner handle these requests.

If you are a sub-contractor to the general and you need to exchange CAD files with another sub, make the exchange through the general. Document everything that you receive and everything that you give to anyone else. Documentation can help you re-construct events after the fact if questions arise. More immediately, though, documentation can help you and your project team to keep track of where things stand on a day-to-day basis.

Let the general or designated data exchange manager manage these issues. Let the general keep track of who has received what, when the delivery occurred, percentage completion at the time of the exchange, etc. Let the general act as the data coordinator and traffic cop for the project. Assume, then, that you have settled these contractual issues and are preparing to exchange CAD files with other mem- bers of the project team.

What files are included? Which drawings do they include? What were the design assumptions under which the drawings were made? What is the currency date of the material you are delivering? How complete are the drawings at the time of the exchange. S Be sure you deliver only what you intend to deliver. Check your files before you send them.

This simple precaution can save you embarrassment. S Document your delivery carefully. Keep a copy of your transmittal and other documents describing exactly what is being delivered. Keep hard copies of the drawings included in the CAD files. Keep copies of the CAD files. Keep a record of who is receiving the delivery and of your relationship with this party establish why you are making the delivery. List any third parties who you know will be receiving copies or your delivery.

S Update recipients. Whenever you receive CAD data files from another project team member: S Determine what you have received. Who made the files you have received—the sender, or another party?

S Document it carefully. Keep any notes that you make during your confirmation of the delivery. Keep a copy of the files as you received them in your project records.

S Commit to updating. Understand that you must keep yourself updated on any changes to the information. This principle would be very helpful if each team member could work independently, never interacting with other team members, and just submit his finished work at the end of the project.

Unfortunately, this is not the case, nor has it ever been the case except in the very smallest and least complex projects.

The success of any one team member depends on the other team members doing their jobs correctly: before he begins work, while he is working, and after his work is finished. They must pass a great deal of information CAD files and many other things back and forth during the project and they must be able to rely on the information they receive and stand behind the information they pass to others. This complicates the liability picture. Steps toward such a liability structure include: S project contracts that describe data exchanges between project members S who will provide information and who will receive it?

S how many exchanges will be made? S what will be included in each exchange? S what is the state of data currency at each exchange? S how can the data be used once it is received? S a structure to manage the day-to-day details of data exchange S tracking scheduled data exchanges S assuring that exchanges are made as scheduled S receiving CAD files from the parties who are supposed to provide them S verifying that the files contain the information they are supposed to contain S conveying the files to the parties scheduled to receive them S assuring that the parties who receive CAD files are kept current as changes are made to the files Establishing and operating this kind of structure requires a significant effort and additional costs—initially.

The effort pays off quickly in terms of improved data flow, reduced confusion, and clear liability. If this structure is established on a project-wide basis and if team members feel confident it will work smoothly, a sav- ings will be achieved by reducing duplicated efforts among team members as each tries to cover his own liability expo- sure. S A free and open exchange of information among the project team members. Such an exchange means that each party receives from other project team members the information he needs to perform his own work.

It also means that each party must provide information about his own work to other parties need for their work. S An equitable and appropriate distribution of liability among the members of the project team. The most obvious benefits are using CAD in-house to produce your own drawings. Select a good CAD system and adopt an in-house project CAD standard similar to those used by your colleagues and you can experience significant gains in productivity as you produce your drawings, perform design calculations, generate quantity take-offs, etc.

Using this infor- mation, you can: S get drawings of existing site conditions in CAD format rather than having to gather the information and draw it up yourself S learn about the design intentions of other team members S perform ongoing coordination between your work and that of other team members In achieving this second tier of benefits, though, you will encounter challenges in the areas of data coordination, addi- tional costs, and liability. These challenges are best addressed by project-wide efforts that begin with the general contractor or the project owner.

Lacking such efforts, you must take whatever steps you can to protect yourself and so must all the other team mem- bers. The considerations above relate primarily to automating projects as they are currently performed. Creatively used, your CAD system can become a tool that will be useful in other ways, too. CAD work can be a way for you to make yourself known to the project owner. Using modern technological tools effec- tively to produce successful work can let you stand out on the project team and keep you from getting lost among all the other sub-contractors.

Your CAD system can be a great sales tool. CAD includes tools that will let you present your work to your clients in forms they can readily understand.

A 3D model or a process flow simulation can help your client understand your de- sign with much greater clarity than you could achieve with 2D mechanical design drawings, performance charts, or verbal descriptions. Your sales efforts will be much more effective when you can communicate your proposal clearly, when you can really show it to your client.

Your CAD system will let you offer new products and services that extend beyond the construction of the project. As you use your CAD system to develop your project design, you build an electronic database that describes the facility and your design.

If developed carefully, this database is a product that has great potential value to your client. You can add non-graphic data attaching to the graphic representation of a piece of equipment information such as: manufacturer name, model number, serial number, installation date, maintenance recommendations, etc. Such a system can help a client manage system maintenance activities, assure inventory of belts and filters, or even issue preventive maintenance work orders.

Like any other new and powerful tool, though, you must use it with planning and care. S Does your computer hardware meet the requirement? S Is your computer hardware compatible with the requirement? For example, Microsoft Windows S Does it specify the name and version number of the operating system under which the files you deliver will be read? S Can your system work with this requirement? For example, AutoCAD S Do you have the required CAD software? S If not, will your CAD software let you deliver files that are compatible with the required format?

Think about this carefully. Make tests to verify this compatibility before you sign an agreement. S Other software S Does the CAD specification require you to use any other software such as design calculation software? S Can you meet this requirement? Design Elements. How must your data directories and files be organized? S Drawing names and descriptions. What drawings are you required to produce? What must they be named? What information must they include?

S Reference file structure. What reference files must be attached to design files, and how must they be organized? Are there requirements for saved views that will include only portions of drawing files?

These might specify several saved views of a drawing which each have different layers turned on or off. They might also specify views that include specific portions of a larger drawing. How must the drawing information be divided into layers? What information goes into which layer? S Entity naming conventions. What names must you use for: assemblies, blocks, cells, details, symbols, etc.?

S Line types, weights, and colors. What line types, weights, and colors must you use? In what circumstances are you required to use them? S Text fonts and sizes. What line text fonts and sizes must you use? S Symbols and other library materials. What library materials must you use? How are you required to use them? S Drafting Standards. What are drafting standards for the project? What are the established procedures for handling the project CAD work? S Number of and schedule for submittals.

How many electronic file submittals are you required to make? When must you make them? S Require submittal contents. What must be included in each submittal? S Procedure for each submittal. How must each submittal be made? Do procedures vary between submittals? S Review and acceptance procedures. How will your submittals be reviewed and accepted? Will they be re- viewed and approved in a timely manner?

This would be impossible. Instead, the list aims to offer some specific guidelines, and also describe the questions you should ask through the life of a project. Once you consider these questions and determine the answers, you can make decisions about the project.

S Have you worked with this party before? S If so, was the previous project successful? S If not, can you learn anything about the party? S Have other team members been identified? Who are they? S Who will receive the CAD files? Will all deliveries go to the same party, or will they be split? S How will these parties use the CAD files? S Are these appropriate uses for the files? Can the files really be used in the way the recipient plans?

S Is the party that requires the files CAD-knowledgeable? S Hardware and software requirements S Can you meet the requirements with your current system? S Will you have to buy anything else? S Will you have to go through a learning curve with the new items? S What will it cost to implement these changes?

S Will you be required to translate CAD files to meet the spec? S Will you be able to test the file exchanges before you must make a submittal? S What will this effort cost and how long will it take?

S What CAD materials will you receive from other project team members? S How will the material reach you? S Who produced the material? S Material content: does it contain the information you want? S Material organization: to what CAD specification was the material prepared? File Name: smacna manual pdf free download. Smacna standards. Architectural Sheet Metal Manual Books. Asking for help, clarification, or responding to other answers.

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