Professional

Practice II 2017
Assignemnt Submitted To Ar. Anubha Assignment- 1
Q1. What is the design stages in a project? What type of drawing is prepared at
each stage? Explain in detail?

A: Design is a creative process that occurs in many settings. The steps outlined
below offer a structured format for a formal design process based on models from
industry.
The Architect is required to provide services in respect of the following .

1. ARCHITECTURE :

1.1 Taking Client's instructions and preparation of design brief.

1.2 Site evaluation, analysis and impact of existing and/ or proposed development on its
immediate environs.
1.3 Design and site development.
1.4 Structural design.
1.5 Sanitary, plumbing, drainage, water supply and sewerage design.
1.6 Electrical, electronic. communication systems and design.
1.7 Heating. ventilation and air conditioning design (HVAC) and other mechanical systems.
1.8 Elevators. escalators. etc.
1.9 Fire detection. Fire protection and Security systems etc.
1.10 Periodic inspection and evaluation of Construction works.

DESIGN STAGES

2. Concept Design [Stage 1] :

2.01 Ascertain Client's requirements, examine site constraints & potential ; and prepare a
design brief for Client's approval.

2.02 Prepare report on site evaluation, state of existing buildings, if any ; and analysis and
impact of existing and/ or proposed development on its immediate environs.

2.03 Prepare drawings and documents to enable the Client to get done the detailed survey and
soil investigation at the site of the project.

2.04 Furnish report on measures required to be taken to mitigate the adverse impact, if any, of
the existing and I or proposed development on its immediate environs.

2.05 Prepare conceptual designs with reference to requirements given and prepare rough
estimate of cost on area basis.
Preliminary Design And Drawings [Stage 2] :

2.06 Modify the conceptual designs incorporating required changes and prepare the
preliminary drawings, sketches, study model, etc., for the Client's approval along with
preliminary estimate of cost on area basis.

Drawings For Client's/ Statutory Approvals [Stage 3] :

2.07 Prepare drawings necessary for Client's/ statutory approvals and ensure compliance with
codes, standards and legislation . as applicable and assist the Client in obtaining the statutory
approvals thereof, if required.

Working Drawings And Tender Documents [Stage 4] :

2.08 Prepare working drawings, specifications and schedule of quantities sufficient to prepare
estimate of cost and tender documents including Code of practice covering aspects like mode
of measurement. method of payments, quality control procedures on materials & works and
other conditions of contract.

Appointment Of Contractors [Stage 5] :

2.09 Invite, receive and analyze tenders; advise Client on appointment of contractors.

Construction [Stage I] :

2.10 Prepare and issue working drawings and details for proper execution of works during
construction.

2.11 Approve samples o various elements an d components.

2 12 Check and approve shop drawings submitted by the contractor/ vendors .

2.13 Visit the site of work at intervals mutually agreed upon to inspect and evaluate the
Construction work and where necessary clarify any decision, offer interpertation of the
drawing/specification,attend conferences and meetings to ensure that the project proceeds
genrally in accordance with the conditions of contract and keep the client informed and render
advice on actions, if required.

2.14 In order to ensure that the work at site proceeds in accordance with thecontract
documents /drawings and to excersice time and quality controls, the day to day supervision will
be carreied out by a Construction manager (Clerks of work/Site supervisor or Construction
management Agency in case of a large Complex project), who shall work under the guidence
and direction of the architect and shall be appointed and paid by the client.
2.15 Issue Certificate of Virtual Completion of works.

Completion [Stage 7] :

2.16 Prepare and submit completion reports and drawings for the project as required and assist
the Client in obtaining "Completion,Certificate· from statutory authorities, wherever required.

2.17 Issue two sets of as built drawings including services and structures.
Q2 : What processes can be followed by a small firm/individual architect to
streamline the process of design? Explain quoting example?

A: The office fonns one of the important aspects of practice and as such he should plan the
layout for his office in such a way that it becomes functional. He has to see to it that no over
crowding talces place and that sufficient light and ventilation are available to the members of
his staff. Unless he is himself methodical, he cannot expect a sense of discipline in his staff. He
should also bear the following points in mind:

1. Office should be located in a prominent and convenient place.

2. Cabin should bear some evidence of his professional status.
3. He should arrange his appointments so that his clients do not have to wait for a long
time.
4. He should be ready for discussion with his clients on the appointed date with all
informations at hand.
5. Prompt attention to correspondence and filing.
6. Catalogues and samples should be properly arranged.
7. Sufficient time should be devoted to the staff.
8. He should possess a good library.

The architect can fulfill hi obligation given above in the capacity of "one man" show or create a
balanced technical staff. In both the case , it will be essential to have ome time for maintaining
the continuity of the work, so that the office runs smoothly. A small office or a big firn, the
architect will have to analyse and answer the following in terms of job satifaction, and time
spent in relation to the professional fees earned:

Processes can be followed by a small firm/individual architect to streamline the process of

design:

1. To what extent the client is consulted during the preliminary stage, to know his
requirements, target cost, etc
2. Man hours required to prepare a schematic and extent of reearcb esential for it.
3. How to select consultants.
4. What is the extent and degree of preparing workfog drawings?
5. To what extent principles of cost planning have been kept in view during the process of
design and execution of the work.
6. Whether full use has been made of the experience gained and research work done for
the new project.
7. Whether aesthetic consideration and form of the building create a balance situation.
8. Out tum of technical and non-technical staff.
The fact cannot be denied that the salaries of the technical staff will be far more as compared
to the salaries of non-technical staff. Hence, it will be essential to analyse man hours spent by
the technical staff on the following:

1. Drawings, design, revision, checking ( a dominant activity).

2. Meetings, discussions, telephoning and site survey.
3. Site supervision.
4. Reference to technical or trade literature
5. Time for research.
6. Correspondence and report.
7. Staff supervision and directing activities of team.
Q3 : Explain the role of an architect as a project coordinator and as the principle
architect of his /her on office?

A: The Architect on entering the profession has two alternatives, either to join a well
established finn or to start his own "one man office". In both the cases, it is essential for the
architect to study the problems of organization, staffing, quality of services and productivity. He
must also possess elementary knowledge of bookkeeping, records, filling, correspondence, etc.
At the commencement of the career, the architect bas got the following options:

1. To buy a practice, or may inherit a practice.

2. To work in a firm or climb the ladder of promotion to the stage of becoming a principal
or a partner of the firm; or leave the firm and start on his own.
3. To win a competition and start his own practice.
4. Individual joining together and starting a practice as partners.
5. While running his own office alone the architect will have to face the following
shortcomings:
a. As the principal he has to do aH technical and research work himself and he will
thus Jack in good technical informations.
b. Less productivity and hence he can not achieve the highest technical and design
standards.
c. A Jong period of experience is required to handle big projects.
d. Continuity of work is difficult to maintain
e. Cannot satisfy the clients so far as the speed is concerned.
f. No vacation for the principaJ and when he is ill, work is likely to suffer.

The duties and responsibilty of the principal are:

1. To keep a steady flow of work so as to maintain the high standard of his office.
2. To take an active part in the social activities.
3. Co-ordinating the works of various consultants so as to obtain the desired result without
any hitch and delay.
4. Proper distribution of work among the members of his staff.
5. Attend to contract, cost planning, and time limit for the completion of the works.
6. Financing of the office.

An office with at least 20 employees would be organized with a head principal (usually the
founder of the company and the one who signs all the paperwork). The princpal is usually busy
running around bringing work into the office; always in meetings and talking to clients.
Successful principals have busy schedules and do not have time to keep track of the daily
aspects of projects. That’s where the project manager comes in. The PM is brought in to
manage the daily affairs of a project or two, and supervise the project team. A project team
usually consists of at least one draftsperson and one project architect, who is responsible for
producing the construction documents, and works with the PM to meet deadlines and provide
them with information.

Sometimes the line between project manager and project architect blur together in firms that
have around 10 employees. And that’s due to one or more of the following reasons:

1. Small offices may not have the man power to delegate and separate the responsibilities.
2. Small offices may not have the revenue to hire individuals for the distinct roles.
3. The type and size of the projects may not require the levels of personnel to be involved
and thus the roles may be combined.

As project architect was responsible for preparing and producing the construction documents
as well as communicate and coordinate with our consultants. And some direct contact with
clients. I researched and specified products and materials.

In a small office seing an individual has an opportunity to get lots of varied experience and
advance professionally, which is why I prefer to work in small firms. Not all small firms may
offer greater opportunities due to office structure. Sometimes they only need a draftsperson or
just someone who can prepare and produce documents.
Q4: List the soft and technical skill that would benefit an architect in professional
practice.
Which of these must be acquired from professional practice?

A: The first thing to note about architects is that title and responsibility follow scope.
Architecture is often done from two perspectives or scopes. The second important fact is that
architects work in domains.. Regardless of what domain or scope they work in, there are a
common set of skills that all architects have.

Follwing is the list of skills that an architect must aquire for the professional practice. list is not
exhaustive, but does include some of the most important requirements for success in the field.

1 Engineering and Math

To design safe and functional buildings, we must be thoroughly familiar with the strengths,
weaknesses, and other properties of various materials and with how different structures
perform under load and pressure.Strong background in geometry, mathematics, and physics,
among other related topics.

2 Design Skills

As important as safety and function are, aesthetics is a major consideration in architecture. we

must be familiar with the history of architecture as an art and familiar with various artistic
movements within the field, and also be in touch with your own creativity.

Architectural training should help nurture and develop your artistic side, as well as your
technical ability, but design should be something we enjoy Doing we deliver good wwork only
if we do what we love and love what we do.

3 Computer Literacy

The actual drawing up of plans is done on computers these days, as are simulations, artistic
renderings, and much of the rest of the visual output of the field. You will need to develop
agility with various architectural drafting software.

4 Knowledge of Building Laws and Codes

Laws and local codes have much to say about what can be built, where, and how. Some of
these regulations pertain directly to the architect’s work, such as codes that specify the number
and size of windows for various building types as part of fire safety, for example.
Some laws prohibit building on certain cites, like in wetlands or flood zones. Some regulations
do not directly involve the architect, but all our work will be for nothing if you don’t notice
certain problems and address them.

5 Communication Skills

Architects must work closely with clients, engineers, construction personnel, and sometimes
other stakeholders in a project. To complete a design successfully and see a project to
completion, an architect must understand what all these people are saying and communicate
with them clearly in turn. No architect can build a structure alone.

6 Business Knowledge

As with any other art, being successful as an architect also requires a head for business. You will
need to market your services and make your name as a professional if you want other people to
build your buildings.
Q5: Explain how “Design audit and efficiency” study is conducted for any
architectural project, In an architect’s offices?

A: AUDIT: A systematic, methodical process whereby the documents are evaluated to

determine the extent to which the project requirements are met.

A design audit is a review of all the different elements that your company/firm/office uses to
interact with clients and the public.

The audit will explores aspects such as: the organizational culture, structure and information
flow. In addition to this, it provides a methodology to implement any of the required changes to
the practice's current design processes. It is anticipated that the audit may include an
information management framework, which in turn, may assist architects and other visual-
creative industries through their design processes.

Document audits are a method to improve the quality of documents. Firms may consider a
systematic, multi-step, and clearly defined program of document audits as part of their overall
quality management program. A document quality audit program should address procedures
for ongoing team reviews, management responsibilities, quality control, measurement, and a
program of continual improvement.

The goals of an Architecture audit review include some or all of the following:

1. First and foremost, catch errors in the project architecture early, and thereby reduce the
cost and risk of changes required later in the lifecycle. This in turn means that the
overall project time is shortened, and that the business gets the bottom-line benefit of
the architecture development faster
2. Ensure the application of best practices to architecture work.
3. Provide an overview of the compliance of an architecture to mandated enterprise
standards.
4. Identify where the standards themselves may require modification.
5. Identify services that are currently application-specific but might be provided as part of
the enterprise infrastructure.
6. Document strategies for collaboration, resource sharing, and other synergies across
multiple architecture teams.
7. Take advantage of advances in technology.
8. Communicate to management the status of technical readiness of the project.
9. Identify key criteria for procurement activities.
10. Identify and communicate significant architectural gaps to product and service
providers.
PROCESS/PROCEDURE
  Begin by collecting all the visual elements used in or by your business - eg business
cards, flyers, leaflets, brochures, website, stationery, computers, printers,vehicles for
site visits etc .
 Then create a map of your business processes that shows key stages you go through to
interact, design and deliver your services. Mark on this map the different types of
people you interact with at each step along the way. And include details of how you
communicate and influence them.
 In order to ensure that everyone in your business is aware of the consistent design plan,
you should also create a manual of standards. This will document how your visual style
should be portrayed in detail. For example, it can include how your company logo is
structured and which colours and font to use. It may also include guidance on how staff
interact with clients and what standards are expected for any design services associated
with your company/firm/office.

ADVANTAGES:

Apart from the generic goals related to quality assurance outlined above, there are additional,
more politically-oriented motivations for conducting Architecture Compliance reviews, which
may be relevant in particular cases:

 The Architecture Compliance review can be a good way of deciding between

architectural alternatives, since the business decision-makers typically involved in the
review can guide decisions in terms of what is best for the business, as opposed to what
is technically more pleasing or elegant.
 Architecture reviews can demonstrate rapid and positive support to the enterprise
business community:
o The enterprise architecture and Architecture Compliance helps ensure the
alignment of IT projects with business objectives.
o Architects can sometimes be regarded as being deep into technical
infrastructure and far removed from the core business
o Since an Architecture Compliance review or audit tends to look primarily at the
critical risk areas of a system, it often highlights the main risks for system
owners.
Q6: Describe the challenges in the contemporary architectural practices?

A: The trouble 'with style in contemporary architecture has three sources. One cause is artistic:
the absence of a canonical set of forms sustained by authoritative standards of expression and
representation. The second basis is social: the inability of any one group in society to get its
anxieties recognized as the ones that count. The third root, and the most important, lies in
engineering: the increasing failure of physical constraints to determine the shape of buildings.
The attempt to disclose in the outward appearance the internal structural necessity - an ideal
most fully satisfied in the emergence of late Gothic and early modernism - now seems to have
lost its premise if not its point. As a result, the commitment to a particular style may appear to
be both coercive and gratuitous. The architect's stylistic positioning may seem tainted by
narcissism or pandering.

The political argument is the idea that, in rebelling against the authoritarianism of modernist
architecture, this contemporary architectural practice also repudiated the characteristic
modernist ideals of austerity and equality. By surrendering to clutter, so the argument goes, it
has weakened our defenses against major forms of social and cultural subjugation.
Q7: Explain with the example forms your practical training, the organizational
structure of the architectural firm that should exist to provide the professional
services to clients?

A: Organization Structure

Organization structure is a metaphor used to describe the workflow and hierarchy of a

company. Companies may be structured as flat organizations, which means that most
employees are on the same level and there is free flow of communication between managers
and other employees, or they may be designed as tall organizations, which means that there is
clear vertical chain of command. The goal of organization structure is to align a company's
workflow with its mission and vision statements. If a company has a core value of open
communication and teamwork, then a flat structure might be best. In larger corporations such
as banks and factories, a tall organization structure often provides the framework that is more
suitable to getting the job done.

Organizational Structure of the Firm is a system of diversication of the consultancy Services

from pure architectural and engineering services to project management, landscape design,
infrastructure development consultants and Master plans with the help of allied professionals/
Expertise. It is a multi-decisionary consortium company with allied professional consultancy to
expand new market paradigm

Structure of an Architect's Office

a. Principal may be self or partner or a senior assistant.

b. Assistant Architects.
c. Architectural assistants.
d. Quantity surveyor.
e. Office manager.
f. Accounts clerk.
g. Steno-typist.
h. Typist-cum-telephone operator.
i. Peons, etc.
In case of big finns, secretaries are usually employed either common to all principals or one for
each.
Science of Business Management and Architects

Management has been defined by Harold D. Kootz as the art of getting things done through and
with people in fonnally organized groups. This definition is aptly suitable to the architect, a
Master Manager, who has to achieve his objectives by coordinating the activities of complex
groups of individuals rather than perfonning all operations by himself.

The architect's profession is both a business and technology; business as it involves proper
planning of spending client's money and technology as it deals in planning ahead of the time,
controlling and co-ordinating the activities. Thus, all principles of business management will
apply with equal force to the profession of architect too. An efficient administrative
organization can lighten the work load of technical staff.

If an architect desires to run his office on modem lines, he will have to apply principles of
management keeping the following objectives in view:

a. To set up the ultimate goal.

b. Analyse and identify the problems.
c. Plan out of work.
d. Organize for implementation.
e. Direct the execution.
f. Check performance of work as well as staff during execution.
g. Final completion, research and audit including financial outcome so far as
architect's office is concerned.
h. Fees received per man hour put in.
i. Staff salary as percentage of gross receipts.
j. Overheads as percentage of staff salary or percentage of gross receipts.
Q8: Write your experience from practical training in an architectural firm

A: I got the opportunity to take on my own project! This was very exciting for me because I
never thought that I would be able to take on one as an intern! The project is a small bathroom
remodel that desperately needs to be updated. There are many code issues that need to be
addressed due to the houses age. This was a nice challenge that I was looking forward to, trying
to use every inch as wisely as possible!

To start this project, it took me about a day to set up a Revit file and model the existing
bathroom from the client’s dimensions. The company has standards for setting up construction
documents so it was interesting to learn about how they are organized. I also had never worked
with the multiple layouts tool before, which is a really cool feature that will definitely come in
handy for future projects.

After getting the file set up, my boss and I sketched out a few different layouts for the
bathroom and then I took those drawings and drew them into Revit. Once we had a plan, I
began to draw up elevations for each plan. There were three plans overall and each one needed
four elevations to cover the whole room, so if you do the math that is 12 total. This was the
most time consuming part, luckily I really enjoy seeing that transformation from a 2D plan to
starting to think more 3D. I spent around two to three days getting every detail right and
making sure that the dimensions were what we wanted.

The construction documents were one of a couple different items we needed for our client
meeting. We also needed a plumbing schedule, finishes symbol, and some samples for the
client to touch and feel. We decided to go very clean and simple with the fixtures using
companies like Kohler and Grohe because they are quality products that will perform well. As
for the finishes we kept them very clean and simple, going with a mosaic tile on the floor that
will continue barrier free into the shower. This is a nice feature that will also make the space
feel bigger because the glass shower will not seem so dominant in the room. The cabinets will
be an off white color with a nice slab of granite that will look very nice with the sleek sconces. It
was an interesting challenge to find pieces that stayed true with the history of the house yet
updating the fixtures to a more contemporary fresh feel.

At the client meeting, they loved both the plans and selections! I was very proud of my first real
project and thrilled with the results! I even got to lead part of the meeting! This was just the
beginning phase and there is a lot more work to be done over the next month or two. This was
the highlight of my internship experience and I really appreciated the opportunity I was given.
Q9: An architect can play the role of a mediator and bring about change in the
society .comment.

A: The social responsibility of architects lies in part in believing that architecture can create
better places, that architecture can affect society, and that it can even have a role in making a
place civilized by making a community more livable. As a social catalyst, architecture is not as
effective as, for example, stimulating a healthy economy by directly funding public
construction, finding the cure for AIDS, ending homelessness, or improving education.

It is definitely not as essential as farmers harvesting food or teachers educating students; a

great school building does not itself teach even though it can provide a better environment for
learning. All of these positions can be argued, but the reality is that it is difficult to substantiate
the effects of architecture on our lives or the nature of a community. As architects, we want to
believe that architecture affects the quality of life.

Whether we believe that or not, one thing is true: As members of society, we can affect the
quality of life in our communities through involvement beyond our practice. As citizens of our
society, we can influence social conditions; we can even be the cause of positive social change.

Very few of us would choose to give up all our personal possessions to help the poor or
dedicate our entire life to a cause, but many of us do want to make a contribution to our social
fabric. Many of us would likely be willing to give some portion of our time or financial resources
to help the disadvantaged or to be a benefit to society.

As architects, we can have a significant role in improving the well-being of communities by

being involved with nonprofit organizations. We can raise public awareness of critical social and
environmental issues.

One may argue that we chose the field of architecture because we have a calling to take a role
in influencing the built environment beyond our practice. An architectural education facilitates
the development of critical thinking abilities, which can be applied to solving problems and
addressing situations beyond design.

Our social responsibility is not limited to needs related to the built environment or
environmental issues. Our critical thinking abilities can also be valuable in designing an
organization or setting strategic goals and implementation plans. Architects or not, most
individuals can have a role that has social impact.

Whatever involvement we choose to have in an important cause will have an impact on other
people’s lives. We may choose to contribute where we have a direct and emotional connection,
such as grassroots work volunteering at a shelter to feed the homeless. Or may choose to
contribute indirectly by volunteering to serve on a committee to draft policies that help
streamline the funding process for a homeless shelter.
Whether we acknowledge it or not, most people give because what we get back makes us feel a
sense of purpose about ourselves, our society, and our lives. Architects and architectural firms
have an enormous opportunity to use their expertise to help nonprofit organizations; in return,
we can receive valuable insights about how to improve our management practice and even our
design.

As an architect we play the role of a mediator and bring about change in the society by
designing, inventing, creating new things which change the lifestyle of the people and making
lives simple affordable directly or indirectly.

Architectural firms have an opportunity to become conduits for volunteering services or

donations for their staff. The firm’s role can be as elaborate as organizing on-the-clock staff
volunteering or as simple as collecting donations through payroll deduction from the staff.

Many large firms organize and coordinate volunteering days for which a nonprofit organization
is selected to receive volunteer services from the staff of the firm. Other firms collect donations
on behalf of the staff through payroll deduction for a broad-based nonprofit organization .
Q10: Write a note on “Office automation, information storage and retrieval
system in an architect’s offices”?

A: Office automation refers to the varied computer machinery and software used to digitally
create, collect, store, manipulate, and relay office information needed for accomplishing basic
tasks. Raw data storage, electronic transfer, and the management of electronic business
information comprise the basic activities of an office automation system. Office automation
helps in optimizing or automating existing office procedures.

The backbone of office automation is a LAN, which allows users to transfer data, mail and even
voice across the network. All office functions, including dictation, typing, filing, copying, fax,
Telex, microfilm and records management, telephone and telephone switchboard operations,
fall into this category. Office automation was a popular term in the 1970s and 1980s as the
desktop computer exploded onto the scene. Advantages are:

1. Office automation can get many tasks accomplished faster.

2. It eliminates the need for a large staff.

3. Less storage is required to store data.

4. Multiple people can update data simultaneously in the event of changes in schedule

10.1 Information Storage

The first area within office automation is information storage which is usually considered to
include office records and other primary office forms and documents. Data applications involve
the capture and editing of files, images, or spreadsheets. Word processing and desktop
presentation packages accommodate raw textual and graphical data, while spreadsheet
applications provide users with the capacity to engage in the easy manipulation and output of
numbers.

IN AN ARCHITECTS OFFICE

The data is stored and manupulated in CAD (computer Aided Design Software) such as
AutoCAD, ArchiCAD, Sketchup, Revit and BIM (Building information Modeling ) Software are
used to produce the drawing and Scheduled of the architectural structural and mechanical and
many disciplines.

While working on a project the files are shared to the number of experts for rivsion and
correcction effiecient system result in good and detailed design
The files are made with specific nomenclature and rules which are set by the industry or a firm
itself such as while working on CAD the concept of LAYERING the design content in to many
DICIPLINES such as

1. General
2. Architectural
3. Plumbing
4. Electrical
5. HVAC
6. Structure
7. Landscape
8. Interiors
9. Etc

For ease in readabilty and workability the filelayers are named in the diciplines such as

A-WALL : Architectural wall

G-ANNO-TTLB: General annotation titleblock

I-WALL-LOW:Interior wall low height etc

Aprat from above ,Image applications allow the capture and editing of visual images. Text
handling software and systems cover the whole field of word processing and desktop
publishing. Word processing, the most basic and common office automation activity, is the
inputting (usually via keyboard) and manipulation of text on a computer.

Today's commercial word processing applications provide users with a sophisticated set of
commands to format, edit, and print text documents. One of the more popular features of
word processing packages is its preformatted document templates. Templates automatically
set up such things as font size, paragraph styles, headers and footers, and page numbers so that
the user does not have to reset document characteristics every time he or she creates a new
record.

Automated storage and retrieval system

An automated storage and retrieval system (ASRS or AS/RS) consists of a variety of computer-
controlled systems for automatically placing and retrieving loads from defined storage
locations. Automated storage and retrieval systems (AS/RS) are typically used in applications
where:

1. There is a very high volume of loads being moved into and out of storage
 2. Storage density is important because of space constraints
3. No value is added in this process (no processing, only storage and transport)
4. Accuracy is critical because of potential expensive damages to the load

An effective automated storage and retrieval system provides several benefits for supply chain
management:

1. An efficient AS/RS system helps companies cut expenses by minimizing the amount of
unnecessary parts and products in storage, and improving organization of the contents
of a warehouse. Due to automated processes, it also allows for more storage space due
to high-density storage, narrower aisles, etc.
2. Automation reduces labor costs while lowering workforce requirements and increasing
safety.
3. Modeling and managing the logical representation of the physical storage facilities (e.g.
racking, etc.).
4. The system effectively handle the files managemnet which are the assest of the firm
Owner.