Project plan tyre recycling plant

CONSTRUCTION OF SCRAP TIRE RECYCLING PLANT
CONSTRUCTION OF
SCRAP TIRE
RECYCLING PLANT
The project plan Focuses on all the aspects of the what all will be needed to
set-up a new tire recycling facility in Maryland.
Submitted by:
Abhishek Thakur
Gowtham Shankar
Shilpa Singh

Construction of Scrap Tire Recycling Plant
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SIGNATURE PAGE
I have reviewed and by virtue of my signature accept the attached document as complete in support of the
Tire recycling Project Plan.
_____________________________________________________ _______________________
Shilpa Singh, Risk Management and Cost Management Date
_____________________________________________________ _______________________
Abhishek Thakur, Requirements and Acquisition Management Date
_____________________________________________________ _______________________
Gowtham Shankar, Schedule Management and WBS Date

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TABLE OF CONTENTS
Signature Page ..............................................................................................................................................1
1. Introduction .............................................................................................................................................4
1.1 Introduction to Tire recycling industry ...............................................................................................4
1.2 Pyrolysis Process.................................................................................................................................6
1.2.1. Output Products:.........................................................................................................................7
1.2.2. Features of pyrolysis recycling plant:.........................................................................................8
2. Requirements............................................................................................................................................9
2.1. Architectural design...........................................................................................................................9
2.2. Engineering ........................................................................................................................................9
2.3. Safety .................................................................................................................................................9
3. WORK BREAKDOWN STRUCTURE ...........................................................................................................10
4. SCHEDULING ...........................................................................................................................................14
4.1 SCHEDULE MANAGEMENT PLAN ......................................................................................................17
5. Project Budget & Cost Management Plan ..............................................................................................17
6. RISK ANALYSIS & RISK MANAGEMENT PLAN ..........................................................................................17
7. RESOURCES .............................................................................................................................................18
7.1 Staffing..............................................................................................................................................18
7.2 Materials ...........................................................................................................................................18
8. ACQUISITION PLAN .................................................................................................................................18
8.1 Purpose of plan.................................................................................................................................18
8.2 Conditions of applicability.................................................................................................................18
8.3 Acquisition costs. ..............................................................................................................................19
8.4 Performance deliverables.................................................................................................................19
8.4.1 Architectural design...................................................................................................................19
8.4.2 Engineering ................................................................................................................................19
8.4.3 Safety .........................................................................................................................................19
8.5 Acquisition tradeoff’s........................................................................................................................20
8.5.1 Plant performance .....................................................................................................................20
8.5.2 Architectural trade-off...............................................................................................................20
8.5.3 Material suppliers ......................................................................................................................20
8.5.4 Aesthetics...................................................................................................................................20
8.6 Acquisition risks ................................................................................................................................20

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8.6.1 Materials availability..................................................................................................................20
8.6.2 Man & machinery availability ....................................................................................................20
8.6.3 Contractor relations...................................................................................................................20
8.6.4 Schedule & cost risks .................................................................................................................20
8.7 Source-selection procedure..............................................................................................................21
9. DESCRIPTION OF FACTORY’S FLOOR PLAN[1]
...........................................................................................21
9.1. Head-office.......................................................................................................................................21
9.2. Production room..............................................................................................................................22
9.3. Safety equipment.............................................................................................................................22
9.4. Raw material store...........................................................................................................................23
10. Post-Construction Responsibilities. [2]................................................................................................24

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1. INTRODUCTION
1.1 Introduction to Tire recycling industry
There are over 285 million tires discarded annually in the United States and 1-3 billion are
currently in landfills. About 75% of the discarded tires are placed in landfills annually, and
though they represent only 1% of municipal solid waste, they are not biodegradable and pose
significant environmental problem. The scrap tire recycling industry in the United States has
grown rapidly since 1986. For more than quarter of a century, the tire recycling industry has
explored ways to use recycling tires as a raw material in manufacturing new products. These
innovations have turned what might have been a waste into a specification grade recyclable
industry.
Every two weeks, Americans wear almost 50 million pounds of rubber off their tires. That's
enough to make 3.25 million new tires from scratch. The Environmental Protection Agency
reports 290 million scrap tires were generated in 2003. Of the 290 million, 45 million of these
scrap tires were used to make automotive and truck tire re-treads. The United States has
decreased the number of waste tires in storage from 700-800 million in 1994, down to 275
million tires in 2004 primarily due to state scrap management programs.
Figure 1.1 & 1.2 – Scrap tires in landfills (courtesy: Google Images)
At the end of 209, the Unites States generated approximately 290 million scrap tires. In the
United States of America, scrap metal processors recycle the following estimated quantities on
an annual basis:

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 56 million tons of scrap iron and steel
 1.5 million tons of scrap copper
 2.5 million tons of scrap aluminum
 9 million tons of scrap automobiles
 1.3 million tons of scrap lead
 300,000 tons of scrap zinc
 800,000 tons of stainless steel scrap
Figure 1.3 – Graph showing tire recycling (in amount) in Washington
http://www.ecy.wa.gov/programs/swfa/tires/reuse.html
In Maryland, you pay a fee of $.80 as recycling fee when you buy a new tire. Funds collected
from the tire fee support Scrap Tire Program that is dedicated to ensuring the cleanup of illegal

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scrap tire stockpiles and to managing the collection, transportation and processing of the scrap
tires.
Consider that the average American family owns two cars with four tires each which need to be
replaced every two years. In Maryland, that adds up to almost 5.5 million new scrap tires each
year requiring proper disposal. Any person who transport, collects, processes, recycles, disposes,
incinerates, or utilizes scrap tires as tire derived fuel will require the appropriate license.
Figure 1.4 & 1.5 – Waste tire disposal sites (Courtesy: Google Images)
1.2 Pyrolysis Process
Pyrolysis is process of molecular breakdown where larger molecules are broken down into small
molecules. Pyrolysis plant is an industry designed to carry out pyrolysis of waste plastic &
tires. In case of plastic & tires pyrolysis, long chain polymer is broken down into smaller chains
of hydrocarbon gas and pyrolysis oil. Heat and catalyst are required for the following reaction.

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FIGURE1.6 - Pyrolysis process overview
1.2.1. Output Products:
Fuel oil (40 to 45%):
The main oil product produced by recycling application is the fuel oil, which is wide used for
industrial and commercial purposes. The oil has 40%-45% of the amount of recycled scrap tires,
which will be carried with licensed tanker trucks.
Figure1.7. Pyrolysis plant overview
Carbon black (30 to 35%):
Carbon black is the main product recycled by the pyrolysis technology. The amount of recycled
carbon black is 35%-42% (depending on the type of tire) of the total amount of scrap tires
recycled in the system. Carbon black is used as raw material or main ingredient in many
industries and the chemical structure of carbon black strengthens, lengthens the endurance, and
improves the coloring features of the materials.
Carbon black produced by pyrolysis application (CBp) is more economical compared to carbon
black produced primarily from petroleum and is more price-efficient. It is to be used as an
ingredient in the following industries:

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• Electric cable jacketing
• Conveyor bands
• Carrier bands
• Home and doormats
• Black nylon bags
• Rubber additives
• Automotive spare parts
• Heat isolation
• Black colorant in rubber materials
• Plastic pipes
• Industrial rubber products
• Fire fighting
Figure 1.8 - A real pyrolysis process (courtesy Google)
Steel wire (9 to 15%):
Tires contain steel wires, the amount ranging from 9% to 15% of the total tire weight. All of the
steel present in the tire can be detached after the pyrolysis recycling process is completed.
Valuable steel wires are pressed and sold to steel and scrap dealers.
Gas (9 to 12%):
Non-condensable gases arise during the recycling application which:
• Has a higher calorific value compared to natural gas;
• Can replace natural gas and propane when stored;
• Can be used as energy resource in gas burners, also used in pyrolysis system.
The amount of gas generated in the system is 12 to 15% of the total amount of recycled tires and
considering the 9 ton scrap tire/day recycling capacity, the facility generates 1400 - 1500 m³/day
gas which has an enormous energy potential when evaluated.
1.2.2. Features of pyrolysis recycling plant:
• 90% waste tire recycling will be achieved (no churn left after the process).
• No chemical ingredients are used in the process (the process is completely environmentally

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friendly).
• During and after the process no soil, water or air pollution is observed.
• The process creates economically valuable products out of waste (all of the products are
industrial raw materials that have a market value).
• The most cost-effective waste tire recycling technology in the world.
• Raw material (waste tire) is cheap and easy to provide. These are the by-products of tire
production.
• Each recycled ton of tire preserves 9 tons of CO2 that is a major greenhouse gas.
• The process can be applied to all rubber based materials.
• The system creates an alternative source of energy to replace petroleum products and natural
gas.
• The system gives the opportunity to governments and local administrations to deal with the
waste tire problem to a great extent.
• The system prevents the spread of diseases caused by waste tires..
• The process of Pyrolysis has duration of 4 to 12 hours, depending on the amount and type of
tire (car tire, truck tire, etc.). During the process different vacuum values are applied in pre-
determined temperatures and in different phases different gases are obtained and the condensed
gas is stored as fuel-oil in tanks.
2. REQUIREMENTS
2.1. Architectural design
 Land area should be minimum of 5 acres.
 Should have enough space for an inventory of raw material for 9 days.
 Office should be able to handle a staff of 25-30 people.
 Project should be completed and close-out within 18months.
 Project should not exceed its budget.
2.2. Engineering
 The plant should be able to recycle 9 tons of tyres per day.
 The plant will need an electrical supply of upto 25 KW per day while in operation.
 The plant will need water supply of around 6-7 tons per day.
 Should be able to storage capacity of 20,000 ltrs of oil.
 Should be able to store 520 tons of shredded tyres.
 Concrete slab should be able to hold the 50-60 ton of machinery & vibrations while
working also.
2.3. Safety
 Structure should have enough emergency exists in event of an emergency.

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 Should have enough fire alarms installed.
 Smoke detectors to be installed in every room.
 Should include all other safety equipment’s too depending on the need.
3. WORK BREAKDOWN STRUCTURE
The work breakdown structure for our project is sub-divided into 4 main departments for the
purpose of convenience. They are given below.
-Project development
-Construction
-Tire recycle installation
-Administrative
Now given that the 4 different departments in the work breakdown structure. We have created a
flow diagram for the work breakdown structure. Below in the immediate diagram will give you
an overview of our work breakdown structure that we have designed for our project.
Figure3.1 Overall WBS

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We have above tried to cover in all the important aspects that a work breakdown structure
requires. Now if you notice each department is sub-divided into further more smaller
departments.it is also important to mention that each department has a manager who tries to
manage all the stuff and see if things are going on right in the way as planned by the project
manager. It so happens many times that during a project a couple of departments get merged due
to shortage of funds and due to shortage of workforce. However in our project we are assuming
that all the things go on smoothly and there is no need for any modifications throughout the
project in the work breakdown structure.
There is indeed a necessity to explain all these departments to the workforce who will be
employed for them to understand where to go when they need something. This will thereby
reduce confusion during the latter period of the project when someone needs any clarifications.
In that case the introductory session on work breakdown structure to the staff will act as a brain
cell to aid in the future.
The next phase in our project is to analyse the project development phase of our project.This
phase is an interesting phase because it is like the master plan behing the whole project being a
success or failure. If the project development phase is done carefully then we can assume that
things are going good in the project.
Given below is the work breakdown structure for the project development phase.
Figure3.2 Project Development WBS

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It has 3 main parts i.e. the design department, the survey department and the materials
department. The design department is further responsible for choosing the best design for the
project, designing the earthwork and foundation, the system design and the office design. This is
the image of the company and the plant so a lot of creativity and talent is born by this department
who holds a huge responsibility for the project s outcome.
The survey team though plays more of a support role function; it can also be a critical
department at times. The environmental analysis and soil analysis plays as a preface or a bible
reference for the construction team. They are like business analysts in an Information technology
firm.
The materials department is responsible for materials procurement, its cost research to choose the
best material and at the same time keep in mind the budget. The machines inventory and
machine maintenance is also the responsibility of this team. So anything related to materials, the
materials department is the first point of contact. There would be a materials manager who
compiles and dispatches all needs as and when is required.
The next step in our project is that, we have subdivided the major WBS into further parts to aid
our convenience. Here’s given below the part about Construction where we have sub-divided it
into further parts.
Figure3.3 Construction WBS
Every construction project requires a foundation to be intact at the first place before a building
can be erected. The foundation process is a tedious process and one of the most important part in

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our project. It is the foundation that holds the building so we should make sure that it is planned
properly. So we have given a lot of importance to the foundation part. This is followed by
building and roofing of our warehouse that is going to in-house the recycling plant. AS soon as
this is done the recycle plant would be installed, this we have decided to give away contracts for
companies that install tire recycling machines.
This usually will take some time. This is because the equipment that we would be using would
be of very high quality and cost so it has to be handled with care while installing. Once we are
done with the process of installation we will installing various systems such as the sprinkler
system, air units etc. The final inspection would be performed once we have all the markings,
pathways and lighting work complete, it is during inspection that we usually correct any errors or
problems before the grand opening. So the inspection phase is also a fundamental step and one of
the most important subdivisions of the construction phase.
The fourth and the final work break down structure sub-division is in the administrative
department. Every project has an administrative department. Shown below is the administrative
work breakdown structure of our project.
Figure 3.4 Administrative WBS
The budget team is the powerhouse of the complete project because they are like the money
providers to the various departments. The function of the people in the budget team is regarded
as one of the most difficult task because they have to device a budget so good that the project
should never be delayed because of lack of funds. So the budget team has a tough job to do.

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There are further 4 more departments in the budget team. They are ware house budget team, Tire
recycle equipment budget team, Maintenance budget team and manpower budget team. There
would be a budget manager who is responsible for interacting with various departments and
approving the budget plan.
The human relations team is a luxury to our project .Though this team requires extra funding, we
want to make sure that everyone in the project is happy and satisfied. There are 3 main
departments in the HR team. The remuneration team takes care of the salaries and other
employee’s benefits schemes and offers that guarantees the security of the employees. The
staffing department is responsible for hiring and allocation staffs to various departments
especially the construction department while constructing. The would co-ordinate with the
remuneration team and budget team very frequently.
The last department is the employment satisfaction cell that takes care of employer s concern and
worries and tries to sought them out whenever problems
In our team we have introduced one last department called as the Permit department. This
department has a responsibility of getting all the clearances from various government offices and
officials whatever is required for the process of construction
4. SCHEDULING
The project that we have undertaken now will approximately take about a year and a half to
complete. From the information available to us we have prepared the pert charts for the complete
project. Given below is the pert chart for the complete project.

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Figure4.1 Pert chart for the overall project
The pert chart just gives us an opportunity to schedule things easier and faster. Now using this
chart we get a clear picture of various factors in the project. We get to identify the critical path
from which we have the shortest time needed to complete the project.
We also understand through a picture representation of ovals and arrows as to which task is to be
performed first, which task comes next etc. The project is expected to complete in 522 days.
The table below would further tell us the early start, early finish, late start, late finish about the
various tasks involved in the project.

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When we have the above information about the project , it becomes really convenient to go
ahead with the project work.
We have also created a separate pert chart for the construction process alone which is one of the
most important phase of our project. Given below is the pert chart for construction alone.
Figure4.2 Pert chart for construction phase
We have also the early start, early finish, late start, late finish for the construction policy also.
Given below is the table that tells us more on the construction phase alone.

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The construction phase whose critical path we have identified from the pert diagram will give us
an inside as to how much time the construction phase would take. The construction phase will
take approximately 231 days to reach its completion.
4.1 SCHEDULE MANAGEMENT PLAN
The project manager heads the project and there are various departmental managers that will be
working at the top level to complete the project in the best possible way. There would be
meetings organized from time to time every day during the first phase where the project is taking
its growth. During the middle stages of the project when the roofing is almost done, the meeting
are reduced to once in 2 weeks and during the final stages the meetings are again increased to
ensure best delivery .
5. PROJECT BUDGET & COST MANAGEMENT PLAN
Refer to the attached Project Budget & Cost Management Plan version 1.0.
6. RISK ANALYSIS & RISK MANAGEMENT PLAN
Refer to the attached Risk Management Plan 1.0.

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7. RESOURCES
7.1 Staffing
During the Engineering Development phase, all staffing will be in accordance with the second
subtask breakout of the WBS. During the Construction phase, all staffing will be in accordance
with the third subtask breakout of the WBS. During the Closeout phase, all staffing will be in
accordance with the third subtask breakout of the WBS. All work during these three phases will
be contracted out. Each group will have a team lead that reports directly to the PM. These team
leads will manage the budget, schedule, resources and staff under them. Any changes to their
contract must be approved beforehand by the PM.
The Administrative staff will be headed by an assistant PM, who will report directly to the PM.
7.2 Materials
The materials needed for the construction of Tire recycling plant will be determined during the
design process. The materials used to construct the plant must remain within the designated cost
for materials and production. All materials will be acquired in accordance with the Acquisition
Plan.
8. ACQUISITION PLAN
8.1 Purpose of plan
The purpose of making this acquisition plan if to obtain all required materials for the
construction of scrap tire recycling plant in Maryland through various contractors in Maryland
and around DC on time without any schedule or cost delays. The plant has to fulfill its
deliverables as mentioned already in the report. We would be setting up the new plant at a new
place so we will need to acquire all the materials needed for its building on time. It will include
everything from architecture designing, construction of the facility & warehouse, getting the
machinery set-up, also all other aesthetics also like water supply equipment & electrical supply
and other amenities also. For acquisition of these materials we will need to use COTS & for
acquiring the machinery we will need to give out contracts through selection procedure as also
discussed in report.
8.2 Conditions of applicability
The whole set-up needs to be in line with all the environmental conditions & rules applicable in
the area as per the government. The set-up should have enough infrastructures for its working

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like access through industrial roads & even if through railroads. It should have enough capability
to process the minimum amount of tire recycling per working hour of the plant. The completion
of the project as stated earlier in scheduling & it should be completed within time. The cost of
the plant should also exceed its budget. All the waste materials during this construction have to
take proper care of & waste water used should be treated & cleaned before dumping off.
8.3 Acquisition costs.
The cost of acquiring all the materials required should not exceed $250,000 as mentioned in the
budgeting of this report. We reached to this figure through extensive research of the other similar
project studies. The cost of acquiring the architectural designs for the plant should not exceed
150,000 as also mentioned before which we reached to through researching how much generally
it costs for architectural designing of such big projects. The acquisition cost of the machine setup
should also not exceed 90,000 as described in details in contracting.
8.4 Performance deliverables
The project should follow the performance deliverables as mentioned in the requirements.
8.4.1 Architectural design
 Land area should be minimum of 5 acres.
 Should have enough space for an inventory of raw material for 9 days.
 Should be able to storage capacity of 20,000 liters of oil.
 Should be able to store 520 tons of shredded tires.
 Concrete slab should be able to hold the 50-60 ton of machinery & vibrations while
working also.
 Office should be able to handle a staff of 25-30 people.
8.4.2 Engineering
 The plant should be able to recycle 9 tons of tires per day.
 The plant will need an electrical supply of up to 25 KW per day while in operation.
 The plant will need water supply of around 6-7 tons per day.
8.4.3 Safety
 Structure should have enough emergency exists in event of an emergency.
 Should have enough fire alarms installed.
 Smoke detectors to be installed in every room

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8.5 Acquisition tradeoff’s
8.5.1 Plant performance
The plant should able to process 9ton of recyclable tires with 5 ton of water availability & would
take 25 KW amount of electricity. It will produce this much oil, shredded tire, steel wires etc.
while in operation.
8.5.2 Architectural trade-off
If the architectural contractor is not able to deliver the requirements then there might a trade-off
potential to so as to not encounter schedule constraints.
8.5.3 Material suppliers
If the project faces some scheduling problems then a possibility of trade-off between material
supplier is possible.
8.5.4 Aesthetics
The biggest possibility of trade-offs exist among the aesthetic material in the project like lighting
fixtures, air conditioning, plumbing etc. if the project starts to run into budget constraints.
8.6 Acquisition risks
8.6.1 Materials availability
After the architectural design has been finished and the required materials have been determined
the risk comes into the availability of the raw materials required by amount or by delivery dates.
8.6.2 Man & machinery availability
Once all the material required to start the construction has been obtained the availability of
manpower required and the machines that will be needed in construction may run into risk on
their availability dates.
8.6.3 Contractor relations
The acquisition team will need to contract the proper contractors around the area to get the
structural supplies for the project. For the machinery which have a potential to be delivered
through a foreign contractor the risk of schedule and cost may go till the issues of import/export
controls have been sorted out on both sides.
8.6.4 Schedule & cost risks
It is known to everyone very well that majority of the projects run into costs & schedules
overruns once the project starts. As we know that we cannot have all the material required for the
whole construction in hand beforehand the construction start so it increases a possibility of risk
of having cost & budget over-runs.

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8.7 Source-selection procedure
8.7.1 Inviting bids
Bidding of the project will be invited by construction companies that are willing to take up this
project. A bid will tell us in how much money the construction management company is willing
to complete the project. The bidding process will be a closed bidding process. A selection of
contractors will be sent an invitation for bid so only they can submit a bid for the project.
8.7.2 Selection method
8.7.2.1 Low-bid selection:
This selection focuses on the price of a project. Multiple construction management companies
submit a bid to the owner that is the lowest amount they are willing to do the job for. Then the
company with lowest bid to complete the job for us.
8.7.2.2 Best-value selection:
This selection focuses on both the price and qualifications of the contractors submitting bids.
This means that we will choose the contractor with the best price and the best qualifications. We
will decide by using a request for proposal (RFP), which would provide us with the contractor
exact form of scheduling and budgeting that the contractor expects to use for the project.
8.7.2.3 Qualifications-based selection:
We will use this selection when we decides to choose the contractor only on the basis of their
qualifications. We then uses a request for qualifications (RFQ), which will provide with the
contractor's experience, management plans, project organization, and budget and schedule
performance. We will also ask for safety records and individual credentials of their members.
9. DESCRIPTION OF FACTORY’S FLOOR PLAN[1]
9.1. Head-office
The building will be a modular one and it consists of ground-floor and a single storey, having a
surface of 200 square meters. In process of time the building will permit a further extension if
necessary. The building is located at the plant platform’s entrance, and around this construction
will be arranged green spaces, concrete lanes and parking places, in a shapely manner.
The construction will be built in heat insulating pre-cast panels adequately to the climatically
area where we live.The inside surface’s arrangement and the indoor arrangement will be a
flexible one according to the requirements, giving an adequate comfort to the personnel.
The building will consist of offices, training rooms, moot-hall and chamber, testing rooms,
dispensary having first aid services, mess hall and locker rooms, and it will be equipped with

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adequate indoor sanitation. The building will be equipped with proper facilities and air-
conditioning, access to digital telephony and internet.
[1] Reference : Tyre_recycling_group Buisness-plan by S.C. TYRE RECYCLING GROUP S.R.L., Fiscal year
2010, Taken on 04/07/2011
The offices will be equipped with unit furniture, computer equipment, server and also cameras
both inside and outside the building, inclusively into the production areas.
9.2. Production room
The standard production room will be accomplished conformable to the project issued by the
Company, conformable to the E.C. norms and adapted to the present norms in U.S.total surface
will be built according to the presented data of Company i.e. will be of approx. 5000 m2
for each
unit of used tires processing and will consist of:
- Surface destined for shredding installation and its deposit for day- Processing, height 9 m,
covered surface
- Surface destined for granulating and purification, height: 9 m in the zone granulating
installation 13 m in the zone purification for granules in closed building.
- Surface destined for rubber powder installation, height max. 9 m, in closed building
- Deposits, height 6 m
- Necessary annexes for each plant.
9.3. Safety equipment
The safety equipment is located in an opened space, on a concrete platform having a sewerage
system for the catchments of rainwater.
The rainwater will be sent in a detention basin which will have an own sewage-treatment and
waste-water purifying plant and conformable to the Romanian laws and European laws regarding
the environment protection.
All locations will have hydrant-systems endowed with water reserves against fire.
The installations will be controlled by video systems for the location of any incidents

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Image 9.1 - An Overlook of how plant will look like (Courtesy: Google)
9.4. Raw material store
The raw material store consists of a concrete platform with drainage having also an inclined
discharging platform used by the transportation. For a good functioning of a tires processing
installation, three warehouses are necessary:
A. Warehouse of large capacity for entire and shredded tires
B. Warehouse for entire tires, purpose supplying the shredding installation. C. Operational
warehouse for shredded tires with two compartments, from which the granulating installation is
to be supplied.
9.4.1. Warehouse of large capacity (15000-20000 tones) for entire or shredded tires

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In order to assure a permanent functioning of the installations each of the locations is previewed
with a platform of min. 90000 m2, partial concreted. This platform must assure a stock of entire
or shredded used tires till annual capacity of processing.
Till the putting into operation of installation we will realize a stock of 9000-15000 tones. The
shredded tires must be imperative stored on the concreted surface. In this warehouse a special
bent shaft for unloading of attachments with cloth.
9.4.2. Intermediary warehouse
Warehouse for entire tires, which serves for the shredding installation with compartments for
small and large tires. The warehouse which serves this installation will have a surface of 2400
sq. m (30 m x 80 m) and is previewed with two compartments in which selected used tires on
two categories are to be stored:
- passenger tires - auto-truck tires
At a distance of 20m from the tire-warehouse/deposit, a shredding installation will be placed on a
platform with the surface of 1350 sq. m, height 8 m, with cover/roof..
9.4.3. Operative warehouse
Operative warehouse for shredded tires with two compartments from which the granulating
installation is to be supplied. This platform of 1350 sq. m which near by the shredding
installation surface and conveying belts is also previewed with two store capacities, having a
volume of approx. 290 cubic meters each, where 1500-1800 tones shredded tires of two types
can be stored.
This indicates the way of equipment spacing and of the store places for shredded tires and
assures a continual functioning of installations.
Shredding installation will operate only in day- programed assuring the shredded tire stock for
the night-programmed. Saturdays and Sundays, as a rule we must have in stock a quantity of
aprox.1500-1800 tones.
10. POST-CONSTRUCTION RESPONSIBILITIES. [2]
Once the construction has been completed there are specific steps that must be taken to prepare
the building for occupancy.
 Project punchout: A project punchout means that the project must be looked at for any
issues before it is considered completely finished. Issues may include replacing a cracked tile

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on the floor or changing the color of paint. A list is created containing these issues and it is
known as a punch list.
 Substantial completion: The architect for the project determines if the building meets every
requirement and issues a certificate of substantial completion. This certificate announces the
official completion of the project.
 Final inspection: A final inspection is done by the building official once the certificate of
substantial completion has been issued.
 Certificate of Occupancy: A certificate of occupancy is issued by the building official who
informs the owner that it is now safe to occupy. This is issued by the building official after
the final inspection.
 Commissioning: This is the process of testing systems and equipment to ensure that they are
working correctly. Then the owner must be trained to properly operate the systems and
equipment in the building.
 Final documentation: This provides information on the building to the owner for future
references. This includes warranties, operation manuals, inspection and testing reports, and
record drawings.
 Final completion: Final completion occurs when all required paperwork and documentation
is completed, including payments to the contractor.
[2] Reference : Wikipedia (Constructional Management) Retrieved on 04/06/2012 from
http://en.wikipedia.org/wiki/Construction_management

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