CHAPTER Il, SECTION 2 Figure 2-34 shows a temporary 5?-man camp located on site Nan as of 14 September. One of the most difficult problems experienced was that of scheduling the use of cunstruction equipment since sutticient equipment was not available to outfit adequately the construction crews at each camp. This was especially true of concrete placing equipment, cranes, trucks and earth moving equipment. The problem was overcome by carefully planning the equipment usage for each phase of the construction of each structure with the idea of fully utilizing all ecuipment. This involved considerable movement of the equipment between camps at each atoll in order to have it avatlable when required. It also required rigid scheduling of the various crafts in order that the placement of reinforcing steel, electrical, mechanical and other related items would fit the plan for equipment usage. Considerable movement of cunstruction personnel between camps wasalso required in order to utilize fully the restricted manpower available in several of the various crafts. Careful planning of these movements was necessary to maintain the construction and equipment usage schedule, but the actual shifting of personnel between camps created no problem. ‘Delivery of materials to construction areas spread over two atolls required very carctul planning. The main receiving and warehousing facilities were maintained at Elmer on Eniwetok. and all surface and air freight was shipped to that point except for some easily identified items which were off-loaded at Tare, on Bikini. From this central point at Elmer materials were transshipped to warehouses at Ursula and Fred by LCMs and LSUs and to Tare by LST. From Tare, matcrials were again transshipped to ware- houses at Charlie, Fox and Nan by LCMs or LSUs. This movement of material from its original puini of receipi to iis final location was always critical due to the tight construction schedule. The entire construction program was pro- jected on an Estimated Operations Schedule which programmed each item of work from design through procurement to the completed structure ready for occupancy. This schedule was prepared in the Home Office based on the known requirments; the Chief Project Engineer established completion dates for design and drawings which would give the Procurement Department the necessary information for scheduling the purchase and delivery of materials and equipment. With this information the Project Manager and Chief of Operations planned the actual construction. The schedule was reviewed monthly by all concerned so that corrective measures could be taken as required to insure completion of the drawings and delivery of materials as planned. The major difficulty Construction experi- enced was the late receipt of approved working drawings for the Scientific Stations. This in turn was dueto the late receipt of design criteria. The dates in February, March and April of 1953 scheduled and set for the development and submission of criteria by the Scientific Using Agencies Were not met. Construction schedules were essentially met however, even though an additional test barge and a major recorder structure were added to the program in September. The completion of the work gave the User a chance to schedule his equipment installations with a minimum of interference from the constructing forces. The authorized work week on both atolls was 54 hours. Any overtime work in excess of 54 hours required prior approval and authorization. Overtime work in excess of 454 hours was required at intermittent intervals for unloading ships (off-shore), for marine craft operators, for handling supplies ashore, for camp operation, for special services, and, to a verylimited extent, for actual construction work on the Scientific Program. The entire overtime pay in excess of 54 hours averaged less than one percent of the total payroll. The actual construction overtime was therefore negligible. The construction progress of Expendable Construction, based on the Estimated Operations Schedule as noted above, is shown by Charts 2-1 and 2-2. It will be noted that in general the contract items were substantially completed by their scheduled dates. The summary in Chart 2-2 notes that schedules were met by February 1954 and then maintained for the balance of the Operation. This condition is Likewise reflected in the progress curve for the over-all program as shown in Chart 2-3. The estimated schedule in May i803 was predicated on the receipt of design criteria and working pans. With the increase in the scientific work load and having received the maiorityof the criteria. the estimated schedule was revaluated on 15 November 1953. The break noted in the curve for April 1954 resulted from additional work authorized in March 1954 for such items as A-67-C and A-74-C. As Chart 2-3 is based on percentage of completion, the additional scope of work is reflected in the percentages of estimated and actual completion. The over-all costs were appreciably less than was estimated. This is shown in Chart 2-4 where the actual commitments are less than the estimated commitments. It will be noted that the actual commitments exceeded the estimated commitments from 1 June 1953 to 15 November. This was due to the fact that the estimated commitments were based on the preliminary planning. As additional tests and structures were authorized and the scope of Page 2-57 ——eng