These definitions follow how we use the terms throughout Field Notes. Some differ slightly from general industry use.

THE WORK

Piece

An individual steel member or item identified in the model or on the drawings. A piece count is not necessarily a pick count.

Pick

One crane lift: a piece, assembly or group of pieces hoisted and set. Grouping pieces, such as a Christmas tree pick, changes the pick count, so define what counts as a pick and use that basis consistently.

Christmas tree pick “Tree Iron”

Several pieces rigged at intervals on one line and hoisted together as a single pick, then set one at a time.

Hand iron

Light pieces that can be handled and set by hand rather than hoisted individually by the crane.

Work class

A group of work with similar erection demands. Columns, beams, braces and deck bundles can require different rigging, handling and connection time. Work classes let us plan those differences.

Work package

A defined portion of scope organized around how it will be built, typically by phase, area and sequence. Each package carries its own quantities, labor budget and schedule.

Sequence

A defined portion of the job used to organize erection and track progress. The same sequence boundaries need to carry through the quantities, plan and reports.

Shakeout

Laying out delivered steel near the crane, sorted by sequence and piece mark, so the raising gang can find and rig pieces without searching.

CREW AND TIME

Raising gang

The crew that rigs, hoists and sets steel with the crane. Welding, bolting, decking and other follow-on work may be handled by separate crews.

Man-hours (MH)

One person working one hour equals one man-hour. Six people working ten hours each use 60 MH.

Crew-day

One defined crew working one shift. The baseline in these notes is a six-person raising gang working a ten-hour shift, or 60 MH per crew-day.

RATES

Picks per crew-day

The number of picks a defined crew is expected to complete in one shift. The rate only means something when the crew, shift and work class are clear.

MH/pick

Man-hours divided by picks. It tells us how much crew time each pick requires on average.

Picks/ton

Picks divided by tons. It reflects both the work mix and how pieces are grouped into lifts. Smaller members or a different assembly plan can change it.

MH/ton

Man-hours divided by tons. It connects labor to weight, but weight alone does not explain the work.

MH/ton = MH/pick × picks/ton

Use the same scope for all three factors.

PROGRESS

Planned hours

The man-hours we expect the defined work to require. Spread across the schedule, they show when we expect to use them.

Earned hours

The budgeted man-hours credited to completed work. If a scope carries 400 MH and is claimed 50% complete, it has earned 200 MH, regardless of how many hours were spent.

Actual hours

The man-hours spent doing the work. Compare them with earned hours for the same scope and reporting period. Crew hours and pick tickets can provide a practical basis for splitting time between sequences.

Pick tickets

Field records of the picks made by the raising gang. They help connect what was erected to the sequence and reporting period.

Rules of credit

The agreed basis for claiming progress and earning hours. These notes use completion claims in 25% increments: 0%, 25%, 50%, 75% and 100%. Claim only what can be seen complete in the field, and review the claims weekly. Use 0/100 when the scope can finish within one reporting period.

THE MODEL

4D

The 3D model linked to the schedule. It lets us see what is planned to happen, where and when.

5D

The model and schedule linked to cost. In these notes, planned, earned and actual labor hours provide a practical starting point for that connection.