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Our library is the biggest of these that have literally hundreds of thousands of different products represented. I get my most wanted eBook Many thanks If there is a survey it only takes 5 minutes, try any survey which works for you. And by having access to our ebooks online or by storing it on your computer, you have convenient answers with Free Auto Repair Time Guide. To get started finding Free Auto Repair Time Guide, you are right to find our website which has a comprehensive collection of manuals listed. Our library is the biggest of these that have literally hundreds of thousands of different products represented. I get my most wanted eBook Many thanks If there is a survey it only takes 5 minutes, try any survey which works for you. And by having access to our ebooks online or by storing it on your computer, you have convenient answers with Mitchell Auto Repair Time Guide. To get started finding Mitchell Auto Repair Time Guide, you are right to find our website which has a comprehensive collection of manuals listed. Our library is the biggest of these that have literally hundreds of thousands of different products represented. I get my most wanted eBook Many thanks If there is a survey it only takes 5 minutes, try any survey which works for you. Download full-text PDF Read full-text Download full-text PDF Read full-text Download citation Copy link Link copied Read full-text Download citation Copy link Link copied Citations (8) References (15) Figures (9) Abstract and Figures Earthquakes are one of the most destructive natural disasters as witnessed by recent events in Chile, Haiti, Japan, China, and New Zealand with devastating consequence on humans and their supporting infrastructure. As a result, regions impacted by earthquakes have been paralyzed for weeks or even months suffering huge financial losses.

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These business interruption losses can be minimized through Performance-Based Seismic Design if the appropriate building recovery models had been available to estimate the duration and speed of buildings' functional recovery which could subsequently be utilized to estimate business interruption losses. This study focuses on the development of a repair time model, the main constituent of the recovery model, which shall provide an estimate of the time necessary for performing the actual repairs along with the rate at which such repairs proceed throughout the building. To generate the full building recovery function, the proposed repair time model is to be used in conjunction with the appropriate mobilization time model that provides an estimate of the time necessary for securing finances, mobilizing contractors and engineers, and procuring supplies. The proposed repair time model is intended to complement the FEMA P-58 methodology and is applicable to any building size. It utilizes the Critical Path Method for repair scheduling and realistic labor allocations that are based on the amount and severity of building damage. The proposed model has an additional capability of scheduling resources to meet limitations that can either come from labor congestion or from a surge in demands following a disaster. The resource scheduling method provides an efficient way of reducing the number of workers during labor congestion while minimizing its prolonging effect on the project duration. The final outcome of this study is a realistic, robust, and flexible repair time model for building recovery which shall quantify business interruption losses and resiliency of buildings of any size.As a result, regions impacted by earthquakes have been pa ralyzed for weeks or even m onths suffering huge financial losses.

These business interruption losses can be minimized through Performance-Based Seismic Design if the appropriate building reco very models had been available to estimate the duration and speed of buildings’ functional recovery which could subsequently be utilized to estimate business interruption losses. This study focuses on the development of a repair time model, the main constituent of the recovery model, which shall pr ovide an estimate of the time necessary for performing the actual repairs along with the rate at which such repairs proceed throughout the building. To generate the full building recovery function, the proposed repair time model is to be used in conjunction with the appropriate mobilization time mode l that provides an estimate of the time necessary for securing finances, mobilizing contractors and engineers, and procuri ng supplies. The proposed repair time model is intended to complement the FEMA P-58 methodology and is applicable to any building size. It utilizes the Critical Path Method for repair scheduling and realistic labor allocations t hat are based on the amount and severity of building damage. The pro posed model has an additional capability of scheduling resources to meet limitations that can either come from labor co ngestions or from a surge in demands following a disaster. The resource scheduling method provides an efficien t way of reducing the number of workers during labor congestions while m inimizing its prolonging effect on the project duration. The final outcome of this study is a realistic, robust, and flexible repair time model for building recovery which shal l quantify business interruption losses and resiliency of buildings of any size. Introduction Earthquakes have demonstrated that they ca n not only destroy buildings and cause mass casualties, but also create enormous financial burdens to building owners as a result of business interruption losses. In 2010, a magnitude 8.

8 earthquake struck Concepcion in Southern Chil e demonstrating the crippling effects that nonstructural damage can cause a densely populated urban area (Miranda et al., 2012). Buildings with only minor structural damage sust ained significant nonstructural damage and this widespread damage precipitated building closures, which resulted in significant economic losses and major disruption to Chilean society. In 2008, Toyoda presented a study that compared direct and indirect losses from the Kobe earthquak e of 1995. Toyoda found that the indirect losses in the commercial sector were double the direct losses and that the lost productivity or income in terms of estimated indirect losses c ontinued to rise for more t han 10 years. Furthermore, his research demonstrated that the total sum of indirect losses between 1994 and 2005 was about 1 4.0 trillion yen, which translates to 124.6 billion US dollars. To mitigate the earthquake-induced losses and to improve community resilience, building components essential for post- earthquake functionality are to be protected through better building design. The Performance Based Earthquake Evaluation (PBEE) methodology, described by Miranda and Aslani (2003), provides a probabilistic assessment framework to quantify performance metrics meaningful to decision ma kers, stakeholders, and insurers (e.g., repair cost, downtime, return on investment). PBEE can be used in design to limit direct or indirect damage-impaired losses. Appli cation of this methodology requires characteri zation of seismic hazard for a particular location, a reliable numerical model of a soil- foundation-structure system, cla ssification of damage states using fragility curves, and estimation of consequences using appropriate consequence functions. Although this m ethodology represents a step forward in re silient design, there is, however, a lack of appropriate downtime and recovery models essential for measuring buildings’ resilience.

Proceedings Page 562 of 950 The resiliency index represents the capability of a building to sustain a desirable level of functionality over a period of time determined by owners or society. This index can be calculated as the normalized area under the functionality curve of a system defined by a recovery time and a recovery path ( Figure 1). The recovery pat h is the path that a particular neighborhood or a community takes to recover from a natural disaster. The recovery time is defined as the period necessary to restore the functionality of a structure, or an infrastructure system, to a desired level that can operate or function in the same, close to, or at better than the original state. It is a random variable with high uncertainties that includes construction and business recovery, and typically depends on earthquake intensit y, building location, the building occupancy, and avail able resources (e.g., capital, materials, and labor). The gray area in Figure 1 represents a resilience index for a structure that is fully operational. After a natural disaster, the functionality diminishes, but can be regained to a desired level through a recovery process. To evaluate the resiliency index of a building, reliable tools for estimating recovery time and recove ry path are required. Figure 1. Functionality curve of a build ing system after an earthquake. The recovery time is naturally deri ved from the mobilization time and repair time (as shown in Figure 1). Mobilization time precedes repair time. Mobilization i ncludes time required for building inspection, site prepa ration, moving of occupants and building contents, providing engineeri ng services, obtaining permits, securing financing, and acquiring essential m aterial coupled with construction services (Comerio, 2006). On the other hand, repair time is the tim e required to perform the actual repairs on a structure.

Si nce recovery time is associated with the time to restore functionality, actual mobilization and repair times must be used in conjunction with building functionality limit states to project them into their recovery time contributions. The functionality limit states should be derived from the damage state of the buil ding to indicate the capacity at which the intended building function can be maintained during the course of building repairs. Of the three aforementioned integral parts of the recovery time model, this study will focus on developing a robust and reliable repair time model. The proposed model is intended to compleme nt FEMA P-58 performance assessment methodology and is probabilistic in nature. Unlike the currently available repair time models that are based on fixed repair schedules (Mason et. al., 2000; FEMA, 2012a; Arup, 2013) and predetermined work -force irrespective of the amount and severity of damage (FEM A, 2012a; Arup, 2013), our proposed model is highl y flexible and has the follow ing capabilities: 1) it is applicable to any building size, occupancy type, and ground shaking intensity, 2) it can accommodate any repair schedule, 3) it optimizes the work-force based on the amount and severity of dam age on building components, and 4) it allows for resource scheduling that meets resource limitations that can either come from labor co ngestions or from a surge in demand following a disaster. O ur model can be used in either the probabilistic performance-based seismic design of new buildings or for the evaluation of the existing buildings. The flexibility and robustness of the proposed repair time model are demonstrated on a generic 3-story builidng. Proposed Repair Time Model Estimation of the repair time of an ear thquake-damaged building is crucial for measuring its earthquake resiliency (Cimellaro et. al., 2010).

In addition, an accurate estimation of the repair time can facilitate the stakeholders by providing reliable data for optimal busi ness decisions (Mason et. al., 2000). A new repair time model applicable to any building size and occupancy type that allows for realistic repair and resource scheduling is introduced to enable estimation of building resilience and business interruption losses. The repair time model was developed in collaboration with general contractors to realistically refl ect current construction practices accounting for differences between new const ruction and repairing earthquake-indu ced damage. While the number of activities and resources in new building construction are likely to remain constant throughout the building, the number of repair tasks and resources assigned to each repair activity are likely to be different for each flo or of the damaged building. This disparity in damage is due to the sporadic nature of earthquake-induced destruction. Additionally, in such situations the available repair space is typically limited thus slowing down the construction pr ocess and reducing productivity. If an earthquake im pacts a large urban area, the number of available workers may be re duced due to a surge in construction demand. Proceedings Page 563 of 950 Repair scheduling can accommodate any repair seque ncing and considers realistic labor allocations; whereas, resource scheduling provides an efficient way of reducing workers during labor congestions while minimizing its prol onging effect on the project duration. Repair Scheduling Method The new repair scheduling m ethod for earthquake-damaged buildings uses Critical Path Method (CPM) (Kelley and Walker, 1959), and is based on several assu mptions common for construction scheduling: 1. The repair activities are time-continuous, thus once started they cannot be interrupted. 2. The resource assignments for each repair activity are assumed constant throughout the duration of the activity. 3.
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The project’s logic network is consta nt throughout all floors. 4. All activities are based on the Finish to Start (FS) relationship. This new method was developed to complement the probabilistic seismic performance assessment methodology of FEMA P-58. Therefore, the repair scheduling met hod requires the user to: 1) create a pe rformance model of a build ing utilizing Performance Assessment Computation Tool (PACT) (ATC, 2012) including specification of types and quantities of all structural and non-structural c omponents, and building contents; 2) provide buildin g structural responses (maximum story drifts, maximum absolute floor horizontal velocity, maximum absolute fl oor horizontal acceler ation, and peak residual story drifts) for earthqua ke hazard levels or scenarios for which the loss analysis is to be performed, and 3) execute analyses utilizing PACT to gene rate necessary input data for repair time estimation including repair time durations, number of damage units, and damage states for al l building components. Repair time durat ions in PACT are based on the metric of 1 day per 1 worke r. Depending on the severit y and amount of damage, the repa ir time durations generate d by PACT are to be modified using realistic labor allocations. For each building component, the labor allocation is determined based on the severity of damage considering the avera ge damage state of a component and the a mount of damage reflected by the number of damaged units. The repair scheduling method em ployed for calculation of the repair time of an earthquake-dam aged building is presented below (see Figure 2 for the flow chart): Step 1: Set the logic network for repair by defining predecessor and successor relationships for all repair activities and defining the number of floors repaired simultaneously for each repair activity.

Step 2: Import the following information from PACT: repair time durations, number of dam aged units (NDU), and corresponding damage states (DM) for all components at every floor for all realiza tions of the Monte Carlo simulation process within FEMA P-58 loss assessment methodology. Step 3: Calculate the average damage states (ADS) of all repair activities at each floor for all realizations. An average damage state of a building com ponent is calculated as follows: ??? ? ? ? ? ? ?? ? ? ? ? (1) where n is the total number of units associated with a particular component of one floor level, k is the total number of damage states of that com ponent, and n i is the number of units in the damage state i. Step 4: For each component at every floor le vel and all realizations, allocate the num ber of required workers commensurate to the average damage state (ADS) and the number of damaged units (NDU). The ADS establishes the size of each crew, while NDU establishes the number of required crews. The total number of workers is then determined as a multiple of the number of crews and the number of workers within each crew. Table 2 shows an example of possible work allocati on scenario for building component A. In this example, if ADS i s less than 1, two workers are assigned and if AD S is greater than 1, three workers are assigned for each crew. Then, the number of crews is determined based on NDU. For a realistic labor allocation, it is recommended that the user populate Table 2 in consultation with a general contractor. Proceedings Page 564 of 950 When there are multiple predecessors, a predecessor with a bigger finish date is set as the start date of an activity. Finally, determine the critical path and the total duration of the repair project. Step 7: Generate cumulative distribution functions (CDF) associated with the duration of the repair project, i.e., repair time. Step 8: For a selected realization (e.g.

, median, mean) pl ot the start dates and finish dates for all activities at all floors including roof level to determine the repair path. Figure 2. Flowchart of the propo sed repair scheduling methodology, which applies to on e realization of the Monte Carlo simulation process of FEMA P-58 loss assessment methodology. T hese repair constraints arise either from a limited ava ilable space or a surge in labor demand after a disaster. In cases involving limited available space, the maximum worker density is determined by following FEMA P-58 recommendations, and b y utilizing the building’s functionality limit state (e.g., Terzic et. al., 2015; Burton et. al., 2015). This resource scheduling method utilizes the aggregation approach to determine daily resources or labor allocations throughout project duration by aggregating the daily resources used in all activities. To minimize the impact of activity-stretching on the project duration, this method identifies and prioritizes activities based on their repair durations. An activity with the shortest repair time and the longest free float will be the first in line to which resource reduction will be applied. When reducing demand on resources, a minimum threshold is set for each activity to ensure that the number of work ers is not below the smallest size of the crew required for the repair. Proceedings Page 565 of 950 However, these assumptions have been modified according to the requirements of repair construction: 1. Resources applied to each ac tivity at each floor are assumed to remain constant throughout the duration of each activity. However, if the resource constraints are not met, resources are changed in an iterative manner. 2. Duration of each activity is a ssumed to remain constant. However, if a daily sum of resources exceeds the daily total resource limit, durations are revised in an iterative manner. 3. The project's terminal date is assum ed fixed.

However, if the resource constraints cannot be met by keeping the terminal date fixed, the project's terminal date is changed accordingly. Implementation of the res ource scheduling method at any one time applies to one floor and one realization of the Monte Carlo simulation process. This implementation should follow the steps described below as depicted in the flow chart of Figure 3: Step 1: Aggregate a total number of daily resources (workers) associated with each activity during the lifetime of a project. Step 2: If the daily resources throughout a project never exceed the daily resource limit, the resource scheduling method is terminated. Otherwi se, proceed to Step 3. Step 3: If there are any instances in which the daily resources exceed the daily resource limit, find all the intervals in which such excesses occur. In each interval where the limit of resources is exceeded, identify the activities that contribute to this excess. Step 4: For each interval that exceeds the threshold, prioritize and sort the identified activities based on their repair durations in ascending order. Step 5: From this sorted list of repair activities, eliminate all activities that operate with only one crew, since such activities cannot be reduced any further. Step 6: The first activity in the list of the remaining activities will have the shortest repair time (or the longest float), and will be the activity to which resource reduction will apply by reducing its work force by one crew. Step 7: Following the resource reduction, total daily resources will be reassessed and compared to the daily resource limit. If there are still extra resources that cause congestion, return to Step 4 usi ng the revised repair time of the activity with reduced resources and the revised list of activities per Step 5. Continue Steps 4 through 7 until the resource limit is satisfied.

Step 8: Stretch repair durations of contributing activities by using reduced workers to estimate the final repair time utilizing CPM. Figure 3. Flow chart of the proposed resource scheduling method, which applies to one reali zation of the Monte Carlo simulation process of FEMA P-58 loss assessment methodology. Repair Time of a Generic 3-Story Building To demonstrate the versatility of our repair tim e method, an example of a generic 3-story building wit h 3 structural and 7 nonstructural components is prese nted. The repair durations and resources are arbitrarily assigned to avoi d a building- specific discussion. Repair activities A, B, and C are associated with structural components, while activities D through J are related to nonstruct ural components (Figure 4), activity J being the only nonstructural componen t at the roof Proceedings Page 566 of 950 It is assumed that nonstructural repair at a floor level can start following the completion of structural repair at that floor level. The dependencies and inter- relationships among all activities throughout the building are shown in Figure 5 in the f orm of an activity-on-node dia gram. The initial parameters of repair scheduling, including the predecessors, successors, and a number of fl oors being repaired simultaneously for each activity are presented in Table 3. Figure 4. Repair schedule of a generic 3-story building. Table 2. Initial parameters of all repair activates. Then, the average dam age states (ADS) are to be calculate d for each activity at each floor, as the number of workers for all activities is assigned based on ADS and NDU. In this generic example, NDU and DM are not available and, conseque ntly, the number of worke rs cannot be assigned in this manner. To demonstrate the flexibility of the repair scheduling method, re pair durations and resources are assigned arbitrarily for all activities as shown in Table 3.

For example, structural activities A, B, and C require a constant number of workers per crew and all three floors are repaired simultaneously. In contrast, for the nonstructural activities each crew consists of varying number of workers and only one crew is assigned to repair eac h floor sequentially. Table 3. Repair duration and reso urces (number of workers) of each repair activity. Final durations of all activities are shown in Table 4, and the start dates, finish dates, and floats are s hown in Table 5. For example, structural activities A, B, and C occur simultaneously at all three floors with a star t date of 0 days. Activity D is the first nonstructural component that follows the repair o f structural components. The start date of activity D on the first floor is the date of the last structural repair on that floor. Since activity A is the last one to be completed after 40 days, the start date of activity D on the first floor is 40 days. Proceedings Page 567 of 950 In this case, the start date of activity D on the second floor is governed by the finish of activity D on the first floor at 58 days. In this particular example, the finish dates of these two activities are the same. Therefore, the start date of Activity E on the second floor is 78 days. Using CPM, the user can quickly calculate the start and finish dates of all activities. The repair schedule of this gene ric 3-story building is displayed by a Gantt chart (Figur e 6). The chart shows that the structural components A, B, and C occur simultaneously at the beginning of the project for all floors. As soon as the repair of the governing structural component (activity A) is finished on the first floor, the repair activiti es of nonstructural components D, G, and I begin simul taneously on the first floor. Repair activity J located on the roof starts following the completion of all structural repairs within the building. The critical path of this repair is associated with activities A, D, E, and F.

Components B, C, and H have free floats (FF) available to extend or stretch if the labor congestion requires the use of the resource scheduling method. The resource histogram of the repair sc hedule is presented in Figure 7 using the aggregation method. To demonstrate the use of the proposed resource scheduli ng method, the daily resource limit is arbitrarily set to 12 workers. It is evident from Figure 6. Repair schedule of a gen eric 3-story building using Gantt chart. Figure 7. Resource histogram before resource scheduling. Proceedings Page 569 of 950 Once the above activities are iden tified, they are prioritized from shortest to longest duration, with activity C being recognized as the one having the shortest repair time, followed in ascending order by activities B and A. In the next step, activities are eliminated if any of the sorted activities operates with one crew. In this example, structural components A and B are operating wit h only one crew consisting of four workers and ar e, therefore, eliminated from the resource reduction process b ecause such resources cannot be reduced any further. Among the three activities under consideration, the only activity to which the resource reduction can be applied is, thus, activity C. To remain below the desired resource l imit, resource reduction is applied to activity C by reducing the work force by one crew (4 workers), resulting in daily resources of 12 workers which is within the resource limit. In this way, the stretching of repair activities are completed, thus enabling the determination of a final repair time utilizing CPM. Figure 8 shows the modified repair schedule due to resourc e scheduling, which depict s the extended duration of repair activity C on the first floor due to a reduction of workers from 8 to 4. Resource hist ogram of Figure 9 graphically demonstrates resou rce reduction of activity C by one crew which was sufficient to meet the resource limit of 12 workers.

The redu ction of workers in activity C prolonged the final date of the project from 134 da ys to 145 days. Figure 8. Repair schedule of a gen eric 3-story building using Gantt chart after resource sche duling and activity stretching. Figure 9. Resource histogram following the re source scheduling. Component C is stretched and workers have been reduced to meet the lim it of 12 workers per day. Conclusions To facilitate the development of post-earthquake recovery models for buildings used in the quantitative estimations of resilience utilizing the resilience index, the study proposes a flexible, robust, and realistic repair time model applicable to buildings of any size. Our pr oposed model is specifically developed to complement the FEMA P-58 performance assessment methodology and is probabilistic in nature. This model can accommodate any repai r schedule and labor allocations, and utilizes the Critical Path Method to determine the total repair time. The work-force assigned to the repair project is based on the amount a nd the severity of earthquake damage sustained by building com ponents that are recognized by FEMA P-58 loss assessment methodology. Correlations between the amount and severity o f damage incurred by building components and the assig ned work-force should be established from the data collected through interviews with contractors and engineers. The p roposed model has the additional capability of scheduling resources to meet resource limitations that can arise either from labor congestions or from a surge in demands following a disaster. The pro posed method is developed with the goal of minim izing the impact of resource scheduling on repair duration by prioritizing activities so that resource reduction can commence at activities with the smallest repair durations. Our m ethod generates a repair schedule that guarantees a smooth work flow of repair activities.