EFFICIENCY IN CONSTRUCTION PROCESS
TAHRINA TAIB
UNIVERSITI TEKNOLOGI MALAYSIA
EFFICIENCY IN CONSTRUCTION PROCESS
TAHRINA TAIB
A project report submitted in partial fulfillment of the
requirements for the award of the degree of
Master of Science (Construction Management)
Faculty of Civil Engineering
Universiti Teknologi Malaysia
APRIL 2010
ii
Dedicated specially
To my beloved family and friends
Thanks for the never ending love and support
iii
ACKNOWLEDGEMENTS
In the development of this dissertation, it seems that an infinite number of people have
provided immeasurable amount of guidance, idea and assistance. While the writer
gratitude goes out to all those that had assisted her, she could only mention a few of
many benefactors here. Special thanks to the author’s supervisor, PM Dr. Mohamad
Ibrahim bin Mohamad for guiding the writer on producing this project report.
Despite of that, the highest appreciation is also conveyed to the all expert panels and
respondents which had significantly contributed their time and patient in helping the
author to collect the required data. At the same time, a distinct appreciation is also
conveyed to Dewan Bandaraya Kuala Lumpur(DBKL), Lembaga Pembangunan Industri
Pembinaan Malaysia (CIDB) and Jabatan Kerja Raya (JKR) for willing to participate
their time and also helping guiding, helping the author to collect the required data.
Finally, getting this dissertation into a complete form was a team effort; the writer, the
supervisor, colleagues and the one who had help indirectly. Though most of the parts
were done individually, advice and guidance from the professional supervisor and
colleagues is considered seriously in order to ensure that the best outcome for this report
is achieved. Lastly to authors parents who supported her in everything she done.
iv
ABSTRACT
Construction industry currently is facing with a lot of problems mainly
associated to its inefficient work process. This phenomenon has been manifested by
frequent news and critics about project delay and inferior quality. Therefore there is an
urgent need for construction industry to improve this situation. Many efforts have been
done to improve the performance of the construction industry reputation such as using
alternative procurement system, adoption of tools and management philosophy from
other industry and using to new technological advancement such as the used of modular
construction in Malaysia. In view to these problems face by the industry, this study has
been undertaken with the aim to determine the strategies to improve the efficiency in
construction process. The methodologies adopted for this study are the interview with
expert panels and the distribution of questionnaires survey. The findings from this study
confirmed that the construction industry particularly in Malaysia need to be improved
with regards to its efficiency. There are also a lot of problems associated to construction
such as poor site management, redundancy of activities, project delay and lack of focus
to customer/end users’ requirement. The study also determined that the main strategies
currently promoted to achieve the improvement are by using Industrialized Building
System (IBS). Many organizations also integrate the quality management system such as
ISO 9001 and Total Quality Management System (TQM) in their business process. The
used of management tools and philosophies from other industry is not a popular strategy.
v
ABSTRAK
Industri pembinaan kini menghadapi pelbagai masalah yang berhubung kait
dengan proses kerja yang tidak efisien. Fenomena yang seringkali dikhabarkan di dalam
berita ialah mengenai kritikan kelewatan projek dan masalah kualiti. Sehubungan
dengan itu, terdapat keperluan untuk memperbaiki perkara tersebut. Pelbagai usaha telah
dijalankan bagi meningkatkan tahap prestasi dan reputasi di dalam industri pembinaan.
Ini adalah termasuk mengenalkan sistem pemerolehan baru, kaedah dan filosofi daripada
industri lain seperti perkilangan dan juga pemakaian teknologi baru seperti sistem
modular di Malaysia. Oleh yang demikian, kertas kerja ini disediakan bertujuan untuk
mengenalpasti strategi yang dapat meningkatkan tahap efisien di dalam pengurusan
pembinaan. Dua kaedah yang telah digunapakai di dalam kertas kerja ini ialah temubual
dengan panel pakar dan borang soal selidik. Hasil daripada kajian ini didapati industri
pembinaan di Malaysia perlu ditingkatkan lagi tahap efisiennya. Terdapat juga pelbagai
masalah yang berkaitan dengan pembinaan seperti masalah pengurusan tapak, aktiviti
yang berlebihan, kelewatan projek dan kurang menitikberat kepuasan pelanggan. Kertas
kerja ini juga telah mengenalpasti strategi kini yang telah digunakan untuk
meningkatkan tahap efisien di dalam proses kerja oleh industri pembinaan di Malaysia
adalah penggunaan sistem perindustrian pembinaan (IBS) serta pengurusan kualiti
seperti ISO 9001 dan Total Quality Management System (TQM). Hasil kajian juga
mendapati penggunaan sistem pengurusan baru yang telah digunapakai oleh industri lain
kurang popular untuk diadaptasikan di dalam industri pembinaan.
vi
TABLE OF CONTENTS
CHAPTER
1
TITLE
PAGE
DECLARATION
i
DEDICATION
ii
ACKNOWLEDGEMENTS
iii
ABSTRACT
iv
ABSTRAK
v
TABLE OF CONTENTS
vi
LIST OF TABLES
xi
LIST OF FIGURES
xii
LIST OF APPENDICES
xiii
INTRODUCTION
1.0
Introduction
1
1.1
Problem Statements
2
1.2
Aim and Objectives
3
1.3
Scope of Research
3
1.4
Methodology
4
1.5
Study Outline
6
vii
CHAPTER
2
TITLE
PAGE
LIMITATIONS AND PROBLEMS OF TRADITIONAL
CONSTRUCTION PROCESS
3
2.1
Introduction
7
2.2
Traditional construction process
8
2.3
Efficiency in construction process
9
2.4
Inefficiencies in Construction Process
10
2.4.1
Poor Time Management
10
2.4.2
Construction waste
12
2.4.3
Communication breakdown
20
2.4.4
Lack of project control and monitor
21
2.4.5
Uncertainty handling approaches
24
METHODOLOGY IN ACHIEVING THE EFFICIENT
CONSTRUCTION PROCESS
3.1
Introduction
26
3.2
Construction process improvement
27
3.2.1
27
Adapting Project Management Perspective to
Construction Management
3.2.2 Using Theory and Philosophy from Other
32
Industry
33
3.2.2.1 Lean Construction
34
3.2.2.2 Supply Chain Management
34
3.2.2.3 Materials Management
35
viii
CHAPTER
TITLE
3.2.3
4
5
PAGE
3.2.2.4 Kaizen Philosophy
36
3.2.2.5 Kanban Philosophy
38
3.2.2.6 JIT (Just in Time) Method
44
3.2.3.1 Buildability/Constructability Concept
45
3.2.3.2 Controlling Work Flow
47
Technological Advancement Perspective
48
RESEARCH METHODOLOGY
4.1
Introduction
50
4.2
Identification of research topic and scope of study
50
4.3
Data Collection
52
4.3.1 Interview with expert panels
52
4.3.2 Survey Questionnaire
53
4.3.3 Respond to questionnaire survey
56
4.3.4 Frequency analysis
57
4.3.5 Average Index Analysis (A.I)
57
4.4
Research findings
60
4.5
Make conclusion
60
4.6
Conclusion and recommendation
60
DATA COLLECTION AND ANALYSIS
5.1
Introduction
61
5.2
Interview With Expert Panels
61
5.3
Questionnaires Survey
71
5.4
Demographic of Respondents
72
5.4.1 Respondents’ Position
72
ix
CHAPTER
TITLE
PAGE
5.4.2 Respondent’s Working Experience
73
5.5
Major Causes to Project Delay
73
5.6
Problems and Limitation in Traditional Work Process
74
5.7
Strategies used to improve construction process
77
5.8
Element of Improvement in Enhancing Construction
78
Improvement
6
DISCUSSION OF THE RESULTS
6.1
Introduction
80
6.2
Rationale needs to improve efficiency of construction
80
process
7
6.3
Urgent need to improve the current performance
85
6.4
Strategies to improve construction process
85
6.5
Definition of efficiency concept
88
6.6
Element of improvement
89
CONCLUSION AND RECOMMENDATIONS
7.1
Introduction
90
7.2
Achievement of this study
90
7.2.1 Objective No. 1
91
7.2.2 Objective No. 2
91
7.2.3 Objective No. 3
92
Limitation of studies
92
7.3.1 Time limitation
93
7.3.2 Cost limitation
93
7.3.3 Area of coverage limitation
93
7.3
x
CHAPTER
TITLE
7.4
PAGE
Recommendations
94
7.4.1 Recommendations based on findings
94
7.4.2 Recommendations for further research studies
95
LIST OF REFERENCES
96
APPENDIX A
103
APPENDIX B
110
xi
LIST OF TABLES
TABLE NO.
TITLE
PAGE
2.1
Waste generated from construction
16
2.2
Pre-construction people involved in materials management
19
2.3
Construction site people involved in materials management
20
2.4
Off-site
21
people
involved
in
construction
materials
management
5.1
Content Analysis of current construction process
65
5.2
Questionnaires delivered
73
5.3
Respondents Position
74
5.4
Respondent Working Experience
75
5.5
Results of most causes due to project delay
76
5.6
Results of problems and limitations in construction process
77
5.7
Results of needs to improve construction process
78
5.8
Results of practical and widely used strategies to improve
79
construction process
5.9
Results on the most important elements of improvement in
construction process
81
xii
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
1.1
The flow chart of the research methodology
5
2.1
Construction waste percentage by volume and weight
17
3.1
Target of improvement
31
3.2
Basic Ingredients in Project Management
33
3.3
Generic configuration of a supply chain in manufacturing
38
xiii
LIST OF APPENDIXES
APPENDIX
TITLE
PAGE
A
Interview Question
106
B
Survey Questionnaire
113
CHAPTER 1
INTRODUCTION
1.1
Introduction
The term traditional work process can be literally understood as the common
practice inherited from the long established custom of delivering the construction project
based on fragmented work process. In general this practiced has dominated the industry
with the separation of design and construction function. There are a lot of definitions
about efficiency in construction. In general, efficiency in construction process can be
defined as the project constructed within time scheduled and cost budgeted. It is also
were defined as process that produced less or no construction waste with a good quality
project, no redundancy activities, good construction management and good monitoring
and controlling construction process. Traditional construction process always been
related with inefficiencies because it produced a lot of problems. Traditional
construction process is always indicated as poor in management such as site
management
(resources
and
materials),
quality
management,
communication
management, waste management and personnel management. Traditional construction
process always been connected with the inefficiencies in terms of project time.
2
Traditional construction method generally adopted by past experience or project.
Furthermore there is no standard measurement in enhancing traditional construction
process such as monitoring and controlling method for construction progress. Contractor
used their past experience in predicting the project time. In reality, they faced a lot of
problem in engaging the project and project time will be behind the schedule. It is very
important to improve the efficiencies of construction process. Generally by enhancing
the efficiencies in construction process, project time will be reduced, improved
construction quality, eliminated waste and saved cost.
1.2
Problem statement
Many issues were raised in traditional construction process due to its
efficiencies. People do aware about issues and problems in traditional construction
process but do not try to find the right solutions. Traditional work process usually is
associated with problems and limitations. A lot of implications that been outline in this
study such as project delay, redundant works and activities, poor management, and
communication breakdown. They also are related to abandoned projects. Current
construction industry also was sometimes not achieved the expectation of end user and
customer. Problem of delay and low quality project seem to be happened in construction
project. A serious actions need to be taken but there is no indicator can be measured
towards the efficiencies of construction projects. Many new strategies and
methodologies were introduced to the industry but the practicality of the strategies still
cannot be assured.
3
1.3
Research aim and objectives
The main aim of this study is to determine strategies to improve construction
process.
Below are the objectives of this study:
•
To review the rationale and the need to improve the efficiency of the current
construction process
•
To evaluate the methodology used currently by the industry to improve the
construction process
•
1.4
To propose strategies to improve construction process.
Scope and limitation
The scope of this study was focused on the process of construction project in
Klang Valley. It is limited on the construction stage/phase and time factor. Data
analyzed were from the project manager, project management consultant (PMC),
engineer and other construction players involve directly in construction process.
4
1.5
Brief Research Methodology
This project conducted through several phases that included literature review,
data collection, data analysis, findings, and recommendations. Literature review is to
compile and determine the idea, theory and common practices in achieving the efficient
construction process. Two methods were used in collecting data. They are through
interviews and questionnaire survey.
The panels interviewed are those directly in-charge in construction projects either in
private or government sector. They include personnel from private and public agencies
such as JKR, consultant firms and contractors. Then, the results from the interviews
were used as a guide to develop the questionnaire survey form. Apart from that the
findings from the literature review has been used as well to develop the questionnaire.
A questionnaire is a series of questions submitted to a number of people to obtain data
for a survey or report. This is a valuable method of collecting a wide range of
information from a large number of individuals, often referred to as respondents. Good
questionnaire construction is critical to the success of a survey. Inappropriate questions,
incorrect ordering of questions, incorrect scaling, or bad questionnaire format can make
the survey valueless.
The analyses of the results were applied by using average index analysis. Upon the data
provided from the face to face interviews and questionnaire, strategies on improving
construction process were determined. Figure 1.1 showed the methodology of this study.
5
Basically objectives of this study were achieved as the flow shown below:-
Introduction
Literature Review
Objective No. 1
Objective No. 2
Objective No. 3
Interview with expert panels
-To review the factor of problems and limitation associates
with traditional construction process
-To review if construction industry meet customer expectation
-to review strategies widely used to enhance construction
efficiencies
Questionnaire survey
- To review the factor of problems and limitation associates with traditional construction process
- To determine strategies used to overcome the problems
- To define most element of improvement in enhance project time
Data analysis
Research Findings
Conclusion and Recommendation
Figure 1.1: The flow chart of the brief research methodology.
6
1.6
Study Outlined
The study is presented in seven (7) main chapters.
Chapter One introduces the report outlining aims and objectives and general overview of
the paper. This chapter is very crucial because it provides the overall information about
the research besides the subsequent process is derived from the research problem.
Chapter Two described the problems faced in current construction process and its
limitations.
Chapter Three discussed on the improvement of construction process by using
collaborative teamwork concept, integrating design and construction and using tool and
philosophy from other industry.
Chapter Four discusses on the type of study methodology and its procedures. The
process of data collection and analysis is also explained in this chapter.
Chapter Five presented data collected in this study. They are analyzed and presented in
appropriate table.
Chapter Six is on the discussion of results or research findings.
Chapter Seven is the conclusion, which meets the objectives stated earlier and
recommendation for future study.
7
CHAPTER 2
THE RATIONALE TO ACHIEVE EFFICIENCY IN CONSTRUCTION
PROCESS
2.1
Introduction
Construction processes include several activities. Construction processes are
mapped onto the different construction stages that include feasibility and strategy,
preconstruction planning and design, construction and completion and maintenance.
Construction is a process that consists of the building or assembling of infrastructure.
However current construction process faced a lot of problems and inefficiencies. This
chapter elaborated the limitations and problems that associated with current construction
practice.
8
2.2
Traditional construction process
Basically traditional construction process is a task or activity that viewed from
only one perspective (generally time). It is useful in a restricted way and whereby
conditions are stable, repetitive, predictable and certain. It is said not dependant on
teamwork as the design and construction are separated. No integration between these
two teams.
Traditional construction is part of the informal sector of the building industry, largely
carried out without professional involvement by builders working with a vernacular that
they have learned through some form of apprenticeship. While construction methods
vary across the world all share some simple characteristics. They make use of local
materials, had to evolve to cope with local conditions and said to be robust.
The building methods will have been developed to use the most economical materials
available that will give adequate standards of performance. This performance includes
both the satisfactory planning of the building to suit local patterns of use and a sufficient
construction to provide adequate thermal performance and resist the imposed loads.
There are two main deficiencies: it is not recognized that there are also other phenomena
in production than transformations; it is not recognized that it is not the transformation
itself that makes the output valuable, but that the output conforms to the customer’s
requirements. The transformation view is instrumental in discovering which tasks are
needed in a production undertaking and in getting they realized. However, the
transformation view is not especially helpful in figuring out how not to use resources
unnecessarily or how to ensure that the customer requirements are met in the best
manner. Therefore, production, managed in the conventional method, tends to become
inefficient and ineffective.
9
The traditional construction process is essentially linear, that is an input undergoes a
transformation that results in an output. Thus the traditional view of process is that of a
task or activity. Yet construction is not at any level a simple linear process brief in
building out. What is required is a process that makes sense of the complex relationships
in construction and responds to uncertainty and risk. What is required is a process that
gets you from where you are to where you want to be.
2.3
Efficiency in construction process
Construction time has always been seen as one of the benchmarks for assessing the
performance of a project and the efficiency of the project organization. Timely
completion of a construction project is one goal of the client and contractor because each
party tends to incur additional costs and lose potential revenues when completion is
delayed Thomas et al (1995). Chan and Kumaraswamy (1996) opined that a project is
usually regarded as successful if it is completed on time, within budget and to the level
of quality standard specified by the client at the beginning of the project. Attempts to
predict construction duration represent a problem of continual concern and interest to
both researchers and project managers. Skitmore and Ng (2003) identified the use of
detailed analysis of work to be carried out and resources available as well as limited
budget and time available to the client as the common methods of estimating
construction time in practice. However, to reduce subjectivity according to them, serious
interest in construction time performance commenced with a pioneering investigation by
Bromilow in 1969 in Australia Chan and Kumaraswamy (1999). His efforts yielded
result in 1974 when he established a model for predicting project duration for building
projects based on a time cost relationship.
10
Efficiency in construction process can be defined as efficient construction site
communication, managing time efficiently, managing waste and avoid waste production.
According to Preece et al. (1998) effective communication is one of the strategic tools
available for gaining employee commitment, improving morale, increasing productivity,
quality and safety and introducing new technologies. All parties involved in a
construction project are producers, suppliers and consumers of information. Hence,
owners, designers, contractors, suppliers, and construction managers will benefit
substantially from having the means to deliver and access to information wherever and
whenever they need to Bakeren and Willems (1993).
2.4
Inefficiencies in Construction Process
There are many factors contributed to the inefficiencies of projects. These factors are
presented as follows:
2.4.1
Poor Time Management
Time delay is the most widely held cause for construction disputes. In the past it was an
accepted to have delays in construction projects completion time. However, today, with
a client tight budget, delays became a very significant cost item.
11
Delays in construction projects are frequently related to word “expensive”, since there is
usually a construction loan involved which charges interest, management staff dedicated
to the project whose costs are time dependent, and ongoing inflation in wage and
material prices. A lot of techniques are used to analyze delays. Some of these methods
have inherent weaknesses and should be avoided.
The most efficient management system is ultimately useless if the people who need to
use it cannot. Here is an example of how the right materials management solution was
implemented and then linked between buildings, various campuses and people, bringing
the benefits of the system to everyone who needed them.
Basically reducing time in construction could give effect and implication to other
elements which are gave advantages to clients, consultants and contractor. “For example
a rule of thumb for moderate-to high-technology firms is that a six-month delay in
bringing a product to market can result in a gross profit or market share of about 30
percent. In these cases, high-technology firms typically assume that the time saving and
avoidance of lost profits are worth any additional costs to reduce time without any
formal analysis (Gray and Larson, 2000).
Other reasons of reducing construction time because it is been imposed. It is explain
such as when a project that been instructed by president or government for a certain
reason. The rationale of reducing construction time is also because the project is
important for all users or other function. For example, construction of the highway or
road. Highway and road is important as that will be used for all residents.
To measure the effectiveness of the material management process is needed in order to
analyze problems, suggest solutions, and assess the impact of modifications to the
process. Such measurement is also required for any benchmarking effort. Productivity is
extremely important in the construction industry. Governments and other owners are
investing significantly less money into capital works and preventative maintenance
12
programs, even though these programs would help curb the deterioration of the
infrastructure. One of the reasons for this lack of financial commitment towards
construction projects is that productivity and quality in the construction industry has as
much as in other industries, and construction is therefore regarded as a poor investment.
Inefficient use of allotted time
2.4.2
Construction waste
Waste in construction is a result of inefficiency in project management strategy. It can
also result in project failure or ability to get maximum profit for the contractor. It is also
leads to environmental issues. The huge volume and various compositions of
construction waste have made its disposal a serious problem because it leads to
environmental impacts such as landfill space and resource depletion. A huge concern
must be given to construction waste generation and management to reduce its burden to
the environment. The most significant environmental aspect was disposal of paper-based
packaging waste followed by disposal of inert waste and plastic-based packaging waste,
and recycling of steel containers off-site. The most preferred sorting scheme was to sort
at specific work area for different types of work tasks. On-site sorting should be
encouraged to facilitate construction waste reuse and recycling. Specific guidelines for
construction waste management should be formulated and enforced to ensure sustainable
construction.
13
i.
Types of construction waste
Patterson (1999) stated that construction waste were included materials from all
categories, the main components (by weight) are typically:
Rubble, concrete etc
40-45&
20-25% concrete & cleanfill
10-15% plasterboard
Timber
30-35%
20-25% timber framing, planks & pallets
10% plywood, particle board, MDF etc.
Metal
6%
According to American Institute of Architects Houston (1994) below is the sense on
how much construction waste may be generated from construction by using following
ballpark figures:-
14
Table 2.1: Waste generated from construction
Material
Lbs./Sq.Ft.
Wood
1.3 - 2.11
Drywall
1.0 - 1.2
Cardboard
0.1 - 0.5 2
Metals
0.02 - 0.13
Other (plastics, shingles, etc)
0.5 - 1.3
Total
3.0 - 5.2
1
Range for wood waste depends on material used for wall sheathing, siding, tirm, and
roofing.
2
Range for cardboard depends on type of siding and whether windows, doors, and
cabinetry are locally manufactured.
Source: American Institute of Architects Houston, 1994
15
Figure 2.1: Construction waste percentage by volume and weight
Here are some important generalizations about residential construction waste.
•
By weight or volume, wood, drywall and cardboard make up between 60 and 80
percent of jobsite waste.
•
Vinyl and metals are generated in small quantities, but have good recycling
value.
16
•
Cardboard waste is increasing on most jobsites as more components, such as
windows, appliances, cabinets and siding, are shipped to builders over long
distances.
•
Most wood waste is "clean" -- unpainted, untreated and recyclable. This usually
includes dimensional lumber, plywood, OSB and particle board without
laminates.
•
Brick, block and asphalt shingle waste are insignificant in volume, but can be
important in terms of weight.
•
For most builders, the largest share of waste that could be considered hazardous
is generated from painting, sealing, staining and caulking.
•
Drive-by contamination (waste placed in a container by a party other than the
builder or subcontractor) can be as much as 30 percent of the total volume hauled
from a site.
ii.
Personnel involve in construction waste and management
Successful materials and waste management is like any successful project that relies on
the skills of many professionals and personnel from the architect and designers through
project management to the trade contractors.
Table I presents a list of personnel that are typically involved before the materials arrive
on site, and their roles in achieving the effective materials management.
17
Table 2.2: pre-construction people involved in materials management
Source: American Institute of Architects Houston, 1994
Table 2.3 lists personnel directly involved in the use of the materials. They may
participate in the planning process, since they know first-hand the actual site and
working conditions.
For commercial buildings or multiple-housing projects, it may be prudent to employ a
Site Materials Manager, a function that is not common in today's construction practice.
Or the role may be given to one or more individuals as a part of their assignment on
smaller projects.
18
Table 2.3: construction site people involved in materials management
Source: American Institute of Architects Houston, 1994
People not employed by the owner, contractor or subcontractor are a part of the
materials management team as well. Suppliers, haulers and recyclers each play a role in
the successful reduction of waste and optimum utilization of materials. Refer to Table
2.4
19
Table 2.4: Off-site people involved in construction materials management
Source: American Institute of Architects Houston, 1994
Construction Safety and Hazardous Materials
Waste minimization is the best way to curb your hazardous waste generation and reduce
potential liability. Minimizing waste involves good housekeeping practices, employee
training, process modifications, or substitution of a non-hazardous material for a
hazardous one. Examples include:
•
Minimizing your supply of raw materials to prevent overstocking
•
Adopting a "first-in, first-out" inventory policy
•
Labeling waste containers properly to avoid mixing incompatible wastes or
contaminating clean materials
•
Controlling access to storage areas and routinely inspecting containers (received
containers that are leaking or damaged should be rejected)
•
Maintaining vehicles and equipment at a central location, preferably in a garage
or maintenance facility--not on the construction site
•
Training employees to use equipment properly
20
2.4.3
Communication breakdown
Communication within project based environments presents special challenges. This is
especially true within the construction industry, where interaction tends to be
characterized by unfamiliar groups of people coming together for short periods before
disbanding to work on other endeavors.
Organizations undertaking multiple building projects or even single, highly complex
project can face communications inefficiencies that create unnecessary and costly delays
and disputes. Even as some organizations successfully streamline the communication of
project information internally, they still struggle to communicate effectively with their
external project team.
Recognizing the impact of poor communication on project results, many companies
involved in building design and construction have sought to optimize their internal
processes and project controls. Some companies may even have a centralized repository
for creating, managing, and storing project documents and information but they have no
way to track and manage information created, revised, or reviewed externally. With the
massive amount of information passed back and forth between companies at each stage
of the design and construction process, this lack of centralized, streamlined
communication represents a significant risk. Poor communication and collaboration is
pervasive and impacts each phase of the construction process as well as everyone
involved in the process from owners and construction managers to architects, engineers,
and contractors. Building projects suffer from lack of accountability, poor information
sharing, and not enough time to resolve problems that arise.
Communication plays a critical role in a project’s success. Poor communication can lead
to schedule problems, scope increases, excessive change orders, quality problems, and
cost overruns for projects in any of these categories
21
Below are the time impacts regarding communication problem in construction:-
i.
Delays in document turnarounds between companies
ii.
Need to recreate data between companies
iii.
Need to update multiple logs, creating redundant data
iv.
Unnecessary travel
2.4.4
Lack of project control and monitor
Any control system needs an objective against which performance can be measured. If
the control system is to have beneficial effects by keeping the project orientated towards
a meaningful result, then the objective needs to be framed in terms which relate to the
task environment.
2.4.4.1 Cost control
The application of ideas from control theory is easy and obvious when applied to
something like cost control. The cost plan must be framed by reference to the financial
environment of the project. (In its turn, the financial environment must be understood
with reference to the wider economic situation.) Cost control is the activity which
compares cost performance against the cost plan, adjusting one or the other dynamically
by reference to the changing circumstances in the project's financial environment. These
are the basic tenets of systems theory, applied to objectives, control and feedback. What
is not so readily understood, but is implied by the foregoing analysis, is that the other
four facets of the environment also have corresponding needs for control.
22
2.4.4.2 Time control
The policy environment of the project is the major influence around the timing of the
project. Timing is influenced by many environmental factors, but the client's attitude to
the timing of the project is an issue of policy. Therefore, when considering time, the
policy of the client needs to be unambiguous.
2.4.4.3 Functional control
The physical environment dictates the technology which is available. Technology
includes the physical resources being utilized in the provisions of the built facility. This
also ties in the ecological issues about the effect that the construction project has upon
the physical environment. In terms of a control system, it is functional control which
forms the strongest link here. The function of the building, and its parts, is a direct result
of the technological task environment. This environmental factor is concerned not only
with the technology of construction, but also the technology of the client's organization.
Therefore, the function of the building, and the way in which the client's requirements
are achieved, are essential elements of functional control.
23
2.4.4.4 Conflict control
The legal environment influences the development, or avoidance, of conflict. The
control of conflict is an essential part of project management, but is often neglected.
There seems to be unwillingness by many people to even consider conflict; almost as if
they were being asked to contemplate divorce when planning a marriage! However,
construction projects are not marriages, and the purpose of contracts and conditions of
engagement is to make clear and unambiguous enforceable promises. A certain amount
of conflict between the members of the team is a healthy source of new ideas. Therefore,
just like cost, it needs to be controlled, not eliminated.
2.4.4.5 Quality control
The aesthetic environment is a particularly subjective aspect. As such, previous studies
have tended to avoid dealing with it. If a model is to be widely applicable, it cannot
consist only of objective phenomena. Quality control and quality assurance are very
topical at the moment. However, the word and the concept have been diluted by British
Standards, and by quality programmes. There are two aspects to the definition of quality.
First, it is a word used to describe the characteristics that something or someone has. It is
this sense that has been used by quality assurance schemes, where it refers to
characteristics which can be specified and quantified. These schemes have defined
quality as "conformance to requirements" for the purposes of achieving some sort of
uniformity in their application. Configuring a scheme to increase the reliability of the
process is a useful and valuable exercise. However, it is not going to engender quality!
Conforming to requirements means that if the client specifies poor quality, then that is
24
what will be provided. Perhaps this "conformance to requirements" belongs more
properly under the heading of function control referred to above. The second meaning of
quality refers to a subjective reaction to something which is good. This is a lot more
difficult to define, and very difficult to control or assure. The quality that something has
when it is good does not reside in its measurable characteristics. For example,
considering a dining table, the components of which it is made do not individually
contain the source of its tableness. What makes it a table is our perception of it. That
perception resides in us, the subjects, not in the object. Quality in a building, in the sense
of excellence, also depends upon the way in which people react to buildings. It is
primarily a question of perception, and secondarily a question of characteristics.
Therefore, this kind of quality control is not easy to deal with. Because it is difficult,
many people avoid the issue altogether and restrict themselves to re-defining quality so
that it holds no reference to anything subjective. What is needed is an exploration of
these issues, to examine the possibility of addressing the subjective problems associated
with describing quality, without compromising the more objective problems of ensuring
reliability in function.
2.4.5
Uncertainty handling approaches
Uncertainty is a risk element in construction projects. Many uncertainties such as
uncertainty of activity duration, physical conditions, scope of work, resource
requirement, and delivery of information are generally found. Three main uncertainty
handling approaches existed to date are:
i.
Probabilistic analysis – normally deals with uncertainty of activity duration
and resource requirement. Well known techniques are Program Evaluation
25
and Review Technique (PERT), Monte Carlo simulation, and process
simulation (Mawdesley et al, 1997);
ii.
Buffer management – considers a wide range of uncertainty. The principle of
this technique is to pre-identify possible uncertainties and insert appropriate
size of buffers to absorb any effects that may interrupt critical paths or
critical chains. Goldratt (1997), Ballard and Howell (1998);
iii.
Shielding production and look-ahead analysis –was designed based on Lean
construction concept. The principle of this technique is to detect and satisfy
all potential constraints prior to releasing operation assignments to the work
face Ballard and Howell, (1998).
26
CHAPTER 3
METHODOLOGY IN ACHIEVING THE EFFICIENT CONSTRUCTION
PROCESS
3.1
Introduction
Inefficiencies of construction process always said to be influenced by lack proper
management, no integration between teams, lack of awareness and other problems faced.
When a project is no longer on the schedule track or over schedule, project manager will
figure out on how to accelerate project completion.
Basically by improvise the
construction process performance could achieve its efficiencies. This chapter describes
on the methodologies and strategies that can be used to achieve efficiency in
construction process.
27
3.2
Construction process improvement
According to the Egan (1998), process can be improved if there were radical
changes applied to the entire process. The Egan report identified five drivers for change
that in turn would give rise to targeted annual improvement.
Figure 3.1: Target of improvement
In general construction improvement can be described into three parts which are:-
i.
Adapting project management perspective to construction management
ii.
Using tool and philosophy from other industry
iii.
Using advance construction technology
3.2.1
Adapting Project Management Perspective to Construction Management
According to Spinner (1997), project management is defined as managing and directing
time, material, personnel/labor and costs to complete a project in an orderly, economical
28
manner and to meet the established objectives of time, costs and technical and/or service
results. Current practice in construction management is very much influenced by the
traditional management mindset. It is necessary for the manager in construction project
to be more open minded and try to adapt management concept and practice from non
construction project based to construction. Construction need to reconsider many aspects
of modern project management system in managing the construction project. One of the
important key area that has been given a lot of emphasis by other industry is related to
the need to focus and end user requirement. This perspective cannot be achieved within
the framework of traditional and fragmented construction process.
The management of construction projects requires knowledge of modern project
management as well as an understanding of the need to integrate design and construction
process. Construction projects have a specific set of objectives and constraints such as a
required time frame for completion. While the relevant technology, institutional
arrangements or processes will differ, the management of such projects has much in
common with the management of similar types of projects in other specialty or
technology domains such as aerospace, pharmaceutical and energy developments.
Generally project management is distinguished from the general management of
corporations by the mission-oriented nature of a project. A project organization will
generally be terminated when the mission is accomplished. According to the Project
Management Institute, the discipline of project management can be defined as follows
Wideman (l986).
Project management is the art of directing and coordinating human and material
resources throughout the life of a project by using modern management techniques to
achieve predetermined objectives of scope, cost, time, quality and participation
satisfaction.
By contrast, the general management of business and industrial corporations assumes a
broader outlook with greater continuity of operations. Nevertheless, there are sufficient
29
similarities as well as differences between the two so that modern management
techniques developed for general management may be adapted for project management.
The basic ingredients for a project management framework Stuckenbruck (1986) may be
represented schematically in Figure 3.1. A working knowledge of general management
and familiarity with the special knowledge domain related to the project are
indispensable. Supporting disciplines such as computer science and decision science
may also play an important role. In fact, modern management practices and various
special knowledge domains have absorbed various techniques or tools which were once
identified only with the supporting disciplines. For example, computer-based
information systems and decision support systems are now common-place tools for
general management. Similarly, many operations research techniques such as linear
programming and network analysis are now widely used in many knowledge or
application domains. Hence, the representation in Figure 3.1 reflects only the sources
from which the project management framework evolves.
Figure 3.2: Basic Ingredients in Project Management
30
Specifically project management in construction encompasses a set of objectives which
may be accomplished by implementing a series of operations subject to resource
constraints. There are potential conflicts between the stated objectives with regard to
scope, cost, time and quality, and the constraints imposed on human material and
financial resources. These conflicts should be resolved at the onset of a project by
making the necessary tradeoffs or creating new alternatives. Subsequently, the functions
of project management for construction generally include the following:
i.
Specification of project objectives and plans including delineation of scope,
budgeting, scheduling, setting performance requirements, and selecting project
participants.
ii.
Maximization of efficient resource utilization through procurement of labor,
materials and equipment according to the prescribed schedule and plan.
iii.
Implementation of various operations through proper coordination and control of
planning, design, estimating, contracting and construction in the entire process.
iv.
Development of effective communications and mechanisms for resolving
conflicts among the various participants.
v.
The Project Management Institute focuses on nine distinct areas requiring project
manager knowledge and attention
vi.
Project integration management to ensure that the various project elements are
effectively coordinated.
vii.
Project scope management to ensure that all the work required (and only the
required work) is included.
31
viii.
ix.
Project time management to provide an effective project schedule.
Project cost management to identify needed resources and maintain budget
control.
x.
Project quality management to ensure functional requirements are met.
xi.
Project human resource management to development and effectively employ
project personnel.
xii.
Project communications management to ensure effective internal and external
communications.
xiii.
Project risk management to analyze and mitigate potential risks.
xiv.
Project procurement management to obtain necessary resources from external
sources.
These nine areas form the basis of the Project Management Institute's certification
program for project managers in any industry.
Although owners and contractors may have different perceptions on project management
for construction, they have a common interest in creating an environment leading to
successful projects in which performance quality, completion time and final costs are
within prescribed limits and tolerances. It is interesting therefore to note the opinions of
some leading contractors and owners who were interviewed in 1984. Diekmann and
Thrush (1986)
32
Diekmann and Thrush (1986)a cited that from the responses of six contractors, the key
factors cited for successful projects are:
•
well defined scope
•
extensive early planning
•
good leadership, management and first line supervision
•
positive client relationship with client involvement
•
proper project team chemistry
•
quick response to changes
•
engineering managers concerned with the total project, not just the engineering
elements.
3.2.2
Using Tool and Philosophy from Other Industry
As been described earlier, it is critical for construction to consider the management tools
and practices from other industry. It is evidently that the industry like manufacturing has
surpassed the performance in every aspect of production such as quality, value for
money and focus on the customer and end user requirements. Many scholars are within
and outside of construction industry has studied the potential of applying varies tools
and management tool and philosophy from other industry to construction. Most of their
findings indicated that in reality construction does not differ so much from other
industry. Therefore there are great potential for construction to adapt those tools and
philosophy to reengineer the current construction process. some of this tools and
philosophy are presented below.
33
3.2.2.1 Lean Construction
Applying lean concept in construction can achieve efficiencies in construction process.
In general lean concept is a process whereby they eliminate waste in order to achieve its
efficiency. Abdelhamdi (2007) stated “Lean construction is a translation and adaption
of lean manufacturing principles and practices to the end-to-end design and
construction process. Unlike manufacturing, construction is a project based-production
process. Lean construction is concerned with the holistic pursuit of concurrent and
continuous improvements in all dimensions of the built and natural environment: design,
construction, activation, maintenance, salvaging, and recycling”. According to Koskela
(2002) lean approach can manage and improve construction processes with minimum
cost and maximum value by considering customer need.
Howell (1999) also stated that lean construction much like current practice has the goal
of better meeting customer needs while using less of everything. But unlike current
practice, lean construction rests on production management principles, the physics of
construction. The result is a new project delivery system that can be applied to any kind
of construction but is particularly suited for complex, uncertain, and quick projects.
Lean construction aims to embody the benefits of the Master Builder concept.
Essentially, Lean Construction recognizes that desired ends affect the means to achieve
these ends, and that available means will affect realized ends Lichtig (2004).
Abdelhamid (2007) stated that lean construction supplements traditional construction
management approaches with: (1) two critical and necessary dimensions for successful
capital project delivery by requiring the deliberate consideration of material and
information flow and value generation in a production system; and (2) different project
and production management (planning-execution-control) paradigms.
34
3.2.2.2 Supply Chain Management
Basically, supply chain is the network of retailers, distributors, transporters, storage
facilities and suppliers that participate in the sale, delivery and production of a particular
product. Generally, if supply chain is not been managed very well, it can produce a lot of
waste in construction. This is one of the examples of inefficiencies in construction
process. Supply chain management related to logistic management and also included the
just-in-time delivery concept.
Christopher (1992) defined supply chain as the network of organizations that are
involved, through upstream and downstream linkages, in the different processes and
activities that produce value in the form of products and services in the hands of the
ultimate customer. Figure 3.3 shows the generic configuration of a supply chain in
manufacturing.
Figure 3.3: Generic configuration of a supply chain in manufacturing (Vrijhoef and
Koskela, 1999)
35
Construction processes rely in a great extent in the exchange of information and
permanent interactions of entities and resources. Even though the configuration and set
up of machines is usually different than in the manufacturing industry, the interrelations
of relevant participants in a construction process are considerable, and their management
will have a direct impact on the success of the project in terms of time, cost, quality and
morale.
3.2.2.3 Materials Management
Materials management is an important element in project planning and control.
Materials represent a major expense in construction, so minimizing procurement or
purchase costs presents important opportunities for reducing costs. Poor materials
management can also result in large and avoidable costs during construction. First, if
materials are purchased early, capital may be tied up and interest charges incurred on the
excess inventory of materials. Even worse, materials may deteriorate during storage or
be stolen unless special care is taken. For example, electrical equipment often must be
stored in waterproof locations. Second, delays and extra expenses may be incurred if
materials required for particular activities are not available. Accordingly, insuring a
timely flow of material is an important concern of project managers.
Materials management is important and not only be concerned during the monitoring
stage in which construction is taking place, but decisions about material procurement
may also be required during the initial planning and scheduling stages. Materials
management is also a problem at the organization level if central purchasing and
inventory control is used for standard items. In this case, the various projects undertaken
by the organization would present requests to the central purchasing group. In turn, this
36
group would maintain inventories of standard items to reduce the delay in providing
material or to obtain lower costs due to bulk purchasing. This organizational materials
management problem is analogous to inventory control in any organization facing
continuing demand for particular items.
Materials ordering problems lend themselves particularly well to computer based
systems to insure the consistency and completeness of the purchasing process. In the
manufacturing realm, the use of automated materials requirements planning systems is
common. In these systems, the master production schedule, inventory records and
product component lists are merged to determine what items must be ordered, when they
should be ordered, and how much of each item should be ordered in each time period.
The heart of these calculations is simple arithmetic: the projected demand for each
material item in each period is subtracted from the available inventory. When the
inventory becomes too low, a new order is recommended. For items that are nonstandard or not kept in inventory, the calculation is even simpler since no inventory must
be considered. With a materials requirement system, much of the detailed record
keeping is automated and project managers are alerted to purchasing requirements.
3.2.2.4 Kaizen Philosophy
Kaizen philosophy is a continuous incremental improvement. The Kaizen method
of continuous incremental improvements is an originally Japanese management concept for
incremental (gradual, continuous) change (improvement). Kaizen is actually a way of life
philosophy, assuming that every aspect of our life deserves to be constantly improved. The Kaizen
philosophy lies behind many Japanese management concepts such as Total Quality Control,
37
Quality Control circles, small group activities, labor relations. Key elements of Kaizen are quality,
effort, involvement of all employees, willingness to change, and communication.
Japanese companies distinguish between innovation (radical) and Kaizen (continuous). K. means
literally: change (kai) to become good (zen).
The foundation of the Kaizen method consists of five (5) founding elements:
1. Teamwork
2. Personal discipline,
3. Improved morale,
4. Quality circles, and
5. Suggestions for improvement.
Out of this foundation there are three key factors in K that are arising, elimination of waste (muda)
and inefficiency. Kaizen also categorized by five-S framework for good housekeeping as below:-
1. Seiri
-
Tidiness
2. Seiton
-
Orderliness
3. Seiso
-
Cleanliness
4. Seiketsu
-
Standardized Clean-Up
5. Shitsuke
-
Discipline
Although it is difficult to give generic advice it is clear that it fits well in incremental change
situations that require long-term change and in collective cultures. More individual cultures that are
more focused on short-term success are often more conducive to concepts such as Business Process
Reengineering.
Kaizen philosophy is more people-oriented, easier to implement, requires long-term discipline. BPR
on the other hand is harder, technology-oriented, enables radical change but requires major change
management skills.
38
3.2.2.5 Kanban Philosophy
A system of continuous supply of components, parts and supplies, such that workers
have what they need, where they need it, when they need it. The word Kan means
"visual" in Japanese and the word "ban" means "card". So Kanban refers to "visual
cards". Visual card is a visual aid that triggers action.
It is works like let's say one of the components needed to make widgets is a 42" stembolt and it arrives on pallets. There are 100 stem-bolts on a pallet. When the pallet is
empty, the person assembling the widgets takes a card that was attached to the pallet and
sends it to the stem-bolt manufacturing area. Another pallet of stem-bolts is then
manufactured and sent to the widget assembler. A new pallet of stem-bolts is not made
until a card is received.
A more realistic example would probably involve at least two pallets. The widget
assembler would start working from the second pallet while new stem-bolts were being
made to refill the first pallet. If this was a high volume widget manufacturing facility,
each widget assembly station might empty a pallet of stem-bolts in just a few minutes,
and there could be 15 or 20 widget assembly stations. Thus there would be a continual
flow of cards going back to the stem-bolt manufacturing area that would cause a
continual flow of pallets of stem-bolts to be sent to the widget assembly stations.
Kanban Philosophy is also called as a "pull" type (demand) of production system. The
number of stem-bolts that are made depends on the customer demand-in other words the
number of cards received by the stem-bolt manufacturing area.
Systems other than cards may be used. For example, the empty pallets may be returned
to the stem-bolt manufacturing area. Each empty pallet received indicates a need to
manufacture 100 more stem-bolts. For other types of components, bins, boxes or cages
39
might be used instead of pallets. Or components might be stored on shelves in the
widget assembly area. When a shelf became empty that signals that more components
need to be manufactured and the shelf refilled. In Kanban the method of handling the
components is flexible, and depends on the needs of the manufacturing process.
Kanban can also operate like a supermarket. A small stock of every component needed
to make a widget would be stored in a specific location with a fixed space allocation for
each component. The widget assemblers come to the "supermarket" and select the
components they need. As each component is removed from the shelf, a message is sent
to a "regional warehouse" or component manufacturing facility, requesting that the
component be replaced. The "supermarket" might then receive a daily shipment of
replacement components, exactly replacing those that were used.
If we just change the term "supermarket" to "warehouse" we have our manufacturing
example.
This "supermarket" model is different from the first Kanban example in that it would be
used when components are manufactured in facilities that are distant from the widget
assembly plant. Instead of moving around small quantities of components, larger
quantities are shipped once a day to the centralized warehouse.
Kanban results in a production system that is highly responsive to customers. In the
above example, the production of widgets will vary depending on customer demand.
And as the widget demand varies, so will the internal demand for widget components.
Instead of trying to anticipate the future (predicting the future is difficult) , Kanban
reacts to the needs.
Kanban does not necessarily replace all existing material flow systems within a facility.
Other systems such as Materials Requirement Planning (MRP) and Reorder Point (ROP)
may remain in operation. Kanban is most beneficial when high volume/low value
40
components are involved. For low volume and high value components, other materials
management system may be a better option.
Kanban provides a lot of benefits that listed as below:-
i.
Reduce inventory and product obsolescence.
Since component parts are not delivered until just before they are needed, there is a
reduced need for storage space. Should a product or component design be upgraded, that
upgrade can be included in the final product ASAP. There is no inventory of products or
components that become obsolete. This fits well with the Kaizen system on continual
improvement. Product designs can be upgraded in small increments on a continual basis,
and those upgrades are immediately incorporated into the product with no waste from
obsolete components or parts.
ii.
Reduces waste and scrap
With Kanban, products and components are only manufactured when they are needed.
This eliminates overproduction. Raw materials are not delivered until they are needed,
reducing waste and cutting storage costs.
41
iii.
Provides flexibility in production
If there is a sudden drop in demand for a product, Kanban ensures you are not stuck with
excess inventory. This gives you the flexibility to rapidly respond to a changing demand.
Kanban also provides flexibility in how your production lines are used. Production areas
are not locked in by their supply chain. They can quickly be switched to different
products as demand for various products changes. Yes, there are still limits imposed by
the types of machines and equipment, and employee skills, however the supply of raw
materials and components is eliminated as a bottleneck.
iv.
Increases Output
The flow of Kanban (cards, bins, pallets, etc.) will stop if there is a production problem.
This makes problems visible quickly, allowing them to be corrected ASAP.
Kanban reduces wait times by making supplies more accessible and breaking down
administrative barriers. This results in an increase in production using the same
resources.
v.
Reduces Total Cost
The Kanban system reduces your total costs by:-
42
•
Preventing Over Production
•
Developing Flexible Work Stations
•
Reducing Waste and Scrap
•
Minimizing Wait Times and Logistics Costs
•
Reducing Stock Levels and Overhead Costs
•
Saving Resources by Streamlining Production
•
Reducing Inventory Costs
Simple Steps to Apply Kanban
Kanban is usually introduced gradually and typically may involve some trial and error.
i.
First step
The first step is to become familiar with Kanban and the options it offers. Some parts of
Kanban may be suitable for your company, others may not. This tutorial is just a brief
overview of Kanban. Becoming familiar with Kanban will requiring in-depth reading,
possibly attending a seminar or hiring a consultant.
ii.
Second Step
Select the components of Kanban that will work in your facility. Not all parts of Kanban
may be appropriate for the types of products you produce. Kanban may be appropriate
for one product, and not for another. In some cases a simple manual Kanban will work
well. In other cases computer automation of Kanban may be the best option.
43
You will need to evaluate both your in-house production and your suppliers in order to
determine which Kanban options will benefit your facility.
iii.
Third Step (Plan Your Kanban System)
Kanban involves more than just manufacturing. Other functions such as purchasing,
warehousing, shipping/receiving, quality control, transportation, accounts payable and
engineering will be involved. Include all of those who will be effected in your Kanban
planning and design process. In planning, keep in kind that your object to to have what
is needed (supplies, parts, manpower, information, energy, equipment, etc.), where it is
needed when it is needed.
iv.
Forth Step (Set goals for Kanban)
Based on your plan, set a schedule with measurable goals. What do you want Kanban to
accomplish and when should that goal be reached? Determine what will be measured,
and how it will be measured. Be sure to get baseline measurements of your current
manufacturing system and inventory levels, before Kanban is implemented.
v.
Fifth Step (Begin implementation of Kanban)
A common approach to implementing Kanban is to start with a generous number of
Kanbans - containers, pallets, boxes, etc. Then systematically reduce the number of
containers until the point at which the supply of materials is just in balance with the rate
of use is reached. As containers are removed from the process, it will eventually reach
the point at which production is delayed because the next container has not yet arrived.
At this point add one container to the system to bring it back into balance.
44
In using this trial and error approach, be sure a safety stock is available so that
production is not interrupted. You identify the point at which there is one too few
containers as the point at which material from the safety stock is used.
This trial and error approach should be spread over a significant period of time to allow
for normal fluctuations in production. In other words, don't remove a container every
thirty minutes. Instead, remove a container once a day, or even once a week.
3.2.2.6 JIT (Just in Time) Method
Kanban is directly associated with Just-In-Time (JIT) delivery. However,
Kanban is not another name for just-in-time delivery. It is a part of a larger JIT system.
There is more to managing a JIT system than just Kanban and there is more to Kanban
than just inventory management. For example, Kanban also involves industrial reengineering. This means that production areas might be changed from locating machines
by function, to creating "cells" of equipment and employees. The cells allow related
products to be manufactured in a continuous flow.
Kanban involves employees as team members who are responsible for specific work
activities. Teams and individuals are encouraged participate in continuously improving
the Kanban processes and the overall production process. Kanban is not a system
indented to be used by itself. It is an integral part of Kaizen and 5S.
45
3.2.2.7 Buildability/Constructability Concept
Buildability construction is the extent to which the design of a building facilitates
ease of construction. It is the optimum use of construction knowledge and experience in
planning, design, procurement, and field operations to achieve overall project objectives.
A value given to a particular building system which reflects the relative difference in site
labour productivity associated with the various structural and wall systems. A labour
saving index is also given for the use of prefabricated reinforcement/cages in cast in-situ
components. Bassically there are 3 parts/components of the building for calculating
buildability score. There are as per below:-
i.
Part/Component 1 – Structural System (maximum 50 points). Points are awarded
for various types of structural system used. A designer could use different
structural systems for different parts of the building so as to achieve the best
practical design. The Buildability Score for a particular structural system is the
product of the percentage areas covered by the structural system and the
corresponding labour saving indices available in Table 1. These are summed up
and multiplied by the weight factor to arrive at the Buildability Score of the total
structural system.
ii.
Part/Component 2 – Wall System (maximum 40 points). Points are awarded for
various types of wall system used. The Buildability Score for a particular wall
system is computed by multiplying the percentage wall length covered by the
wall systems and the corresponding labour saving indices. These are summed up
and multiplied by the weight factor to arrive at the Buildability Score of the total
wall system.
iii.
Part/Component 3 – Other Buildable Design Features (maximum 10 points).
Points are awarded for standardization, modular dimensions, and use of
46
precast/prefabricated components. The buildability of the design is examined at
the detailed level. Three basic design characteristics, namely standardization of
columns, beams, windows and doors, grids and usage of precast components are
considered. The use of these buildable design features will be awarded with
points directly. The maximum Buildability Score that can be achieved in this
section is 10 points. In addition, bonus points would be given for the use of
single integrated components such as prefabricated bathroom/toilet units and
precast household shelters. In addition to the above, bonus points are obtainable
in Part/Component 3 if a project uses single integrated components such as
prefabricated bathroom/toilet units and precast household shelters. The
maximum buildability score achievable for a project is capped at 100 points.
When this method is applied in a construction, the construction will be easier to conduct,
less using labor, less waste, easy to maintain. Due to this it will automatically save time.
According to University of Texas System, 1997, other constructability objectives are:-
i.
Zero accidents, incidents and injuries
ii.
Provide work quality that meets project needs and applicable regulatory
requirements
iii.
Implement proven methods and techniques that maximize overall project
performance
iv.
Provide a coordinated effort between engineering, procurement and construction
that produces a schedule that meets the project's objectives
v.
Continually improve project cost effectiveness through implementation of
constructability concepts.
47
3.2.2.8 Controlling Work Flow
The intermediate phases of control and acceptance are an “external control”
across the construction process and located at the end of a sequence. The function is to
increase the reliability of the process of checking and correcting “failures”, not just
economic and temporal, but technical, above all.
The human and social element is particularly important in this intermediate control
procedure. The work team responsible for a sequence must formally hand over the
completed work to the team responsible for the next sequence. As though they were
handing it over to a customer in the presence of all the control technicians, with effective
consequences as regards motivation and self monitoring.
Environmental disturbance and its effects on the building process are reduced if the
capacity of response to unforeseen difficulties is the responsibility of all the operators
involved whatever their status. The management of the plan in the building site phases is
simplified if: -
i.
Plan has foreseen “frictional” times between one sequence and another for the
correction of technical and temporal failures
ii.
Rhythm of effecting the sequences is piloted so that the continuity conditions of
the use of resources are maintained
iii.
Instruments of motivation and self-control are exploited along with participation
in the process, such as operator training, their active involvement in preparation
of the building site and in particular the ascertainment of sequence completion,
that is one specificity of the sequential process. In order that these control
operations are effective the following conditions need to be assured
48
iv.
They must be transparently defined during the zero phase
v.
People in charge of carrying out the work of the interfaced sequences, work
managers, the director of the building site, a representative of the insurance
company must all be present
vi.
People in charge of the subsequent sequences carefully verify how the work is
consigned to them, clarify on the spot requests for changes and completion, and
successively accept consignment of the previous sequence
vii.
People in charge of the completed sequences undertake all the changes and
additions that are retained necessary on the basis of the planning documents
before the start of the second programme of the successive sequence.
3.2.3
Technological Advancement Perspective
Currently many new technologies has been developed which partly aim to
improve the work process and productivity in construction. Many new machineries or
improvement that been made to the current technology can be used to improve
construction process. Apart from that the advancement in computer science and
information technology (IT) has provide new features that can benefit construction
world. However construction is quite slow to adapt this new changes and this may be
contributed by additional cost that does the players has to pay. Somehow this may not
necessarily be true because the benefits gained from using modern technology can
outweight the additional cost that they have to pay.
49
For example Malaysia construction industry has suffered from quality problem for many
years. Malaysia construction industry depends heavily on foreign workers which most of
them are lack of skills. providing adequate training for them can be very costly. To
overcome this problems, Malaysian government through Construction Industry
Development Board (CIDB) has introduced the modular construction concept which
better known as Industrialized Building System (IBS). IBS is a factory based
manufactured construction component where they will be sent to the site for installation.
This concept of construction able to speed up the whole construction process with better
quality. This indirectly support the need to make construction more efficient.
50
CHAPTER 4
RESEARCH METHODOLOGY
4.1
Introduction
The research methodology in this chapter serves as a guide to the author in
achieving the objectives and scopes of the study. This chapter shall further discuss in
detail the research procedures, from how the data is collected till how it is processed and
analyzed to achieve the objectives and scopes of the study.
4.2
Identification of research topic and scope of study
In this stage, it involves the identification and further understanding of the
research topic, which consists of problem statement, aim, objectives and scope of
51
studies. Literature review has been done based on several references, from electronic
journals, books, magazines, articles and others to further enhance the understanding on
the project topic.
Literature review is an essential stage in conducting a research project. It amounts on
average to between 20 to 25 percent of a study content, although certain study contents
may require up to 50 percent of the content Naoum (1998).
Various means of gathering relevant information were undertaken using textbooks,
articles, newspaper and internet. The information searched was regarding overview of
traditional work process, issues and problems associated with traditional work process,
and methodology on improving the efficiency of construction work process which are
very useful for this study. Literature review takes a while to get to grips with as it deals
with work of others. In order to complete literature review within the time given, a
schedule was prepared and followed. However, on-going literature review was also
carried out to gather more knowledge and relevant data and to ensure continuous
improvement in quality of work.
In this study the literature search was done by referring to sources of informations from
books, journal and other publications. The literature aim was done to gather information
related to research topic. Chapter two and three are dedicated to compile the information
from the literature search done for this study.
4.3
Data Collection
Data collection is an essential aspect of the research methodology, where it
involves ways to collect data and information for data analysis and interpretation.
52
Basically the author conducted the data collection by two methods. The methods are
through interviews with expert panels and by using questionnaire survey.
4.3.1
Interview Question
Interview is another technique to collect factual information as well as opinion. It
is a face-to-face interpersonal role situation in which an interviewer asks respondents
questions designed to elicit answers pertinent to research hypothesis Nachmias and
Nachmias (1996).
In this study, interview was conducted in a structured form, whereby questions are
presented in the same order to all 10 interviewees. The interviewer has full control of the
questionnaire throughout the entire process of the interview. This technique is found the
most appropriate because the answers can be more accurate, the response rate is
relatively high and the answers can be explored with finding out “why” the particular
answers are given Nachmias and Nachmias (1996)
Interview sessions were held based on ten (10) interviewees who had experience in
managing construction projects more than five years. Those interviewees hold position
as project manager, Project Management Consultant (PMC) and Site engineers. In this
study there were four (4) of them are project manager in contractor firm and consultant
firm. The other five (5) interviewees are site engineer in contractor firm and one (1) of
them is engineer from local authority in Kuala Lumpur.
Interview questions had been structured into two (2) sections. Section A of the interview
question contained the interviewee background information such as name, company
53
address, telephone, age, gender, current position, experience in construction industry and
academic qualification.
In the Section B contained ten (10) structured questions. The aim of this section is to
review the rationale of need to improve the efficiency on the traditional work process in
construction project.
The questions are regarding the opinion of industry towards the main problems in
traditional construction work process. This interview also seeks the need from the
industry to improve the current construction process as to seek if the industry meets the
end user/customer expectation.
In this interview also try to get the opinion and information from industry on the delay,
quality and waste that associated with the practice of traditional work process.
Furthermore, it is also seek the with regard to project time does the current
system/duration of project should be made more efficient.
The last part of the interview is to find out the strategies/methodology that widely used
and practical to enhance construction improvement. Besides, it is also seek opinion from
industry on the awareness as well as practicality on the new concept of management
theory such as Lean Theory, Concurrent Engineering being adopted by manufacturer
industry to improve and values to construction performance.
4.3.2
Questionnaire Survey
Before questionnaires can be developed, the main objectives should be outlined
and well understood. The questionnaire derived shall be in line with the aim to achieve
54
the objective stated earlier. Draft questionnaire was prepared and discussed with
supervisor. Improvements and alterations were made to ensure that the questionnaires
were developed in a comprehensive manner to achieve accuracy of answers from
respondents.
The questionnaire is meant to evaluate on the issues related problems and limitations
occur in construction process based on literature review and last interview session. As
the interview session, this questionnaire was design to support the answer from the
interview by additional problems and limitation from literature review.
The
questionnaire also was designed to determine the methodology/strategies used to
enhance construction performance as per second objective of this study. This
questionnaire also was structured to find the most practical and efficient
method/strategies that used by industry to enhance construction work process.
Section A
This section is mainly to obtain information on interviewee personal background such as
name, company address, age, positions, experience in the industry and academic
qualification. Interviewees selected were personnel from construction industry. They
were project manager, consultant project management (PMC), engineer, quantity
surveyor and building surveyor.
Section B
The aim of this section is to seek the correspondent perception regarding traditional
work process. To achieve aim for this section, there were three (3) parts had been
categorized as below:-
55
a) First Part is to seek the need to improve efficiency with regard to project time
and to determine the most major causes to project delay in construction
management process
b) Second part is indicate the most factor of problems and limitation associated with
traditional work process
c) Third part is to find out how waste in construction affects and influence the
project time
d) Last part is need the value of construction project to the customer and how it
satisfy and meet the customer/end user expectation
Section C
In this chapter, the aim is to seek correspondent perception on strategies that have been
used so far to improve construction performance. The strategies and method listed in this
questionnaire were based on the literature review and from the past interview session.
The strategies and method listed are focus on construction work process management as
stated in scope of study.
Section D
The main aim of this section is to determine elements of improvement most concern
among industry players to support the practicality and effective strategies used to
enhance construction improvement.
56
4.3.3 Respond to Questionnaire Survey
The feedback of the questionnaire was based on the respondents past experience. The
respondents were asked to rate their preferences (with Likert Scale ranging from 1 to 5
in ascending order where:-
1 = Least Agree
2 = Quite Agree
3 = Moderately agree
4 = Agree
5= Strongly agree
Each of these individual factor are contributed to the level of agreement of respondents
on the factors that listed by the author regarding the factor of project delay, traditional
work process limitation, how construction industry meet customer expectation, strategies
of construction improvement and elements of construction improvement.
Data obtain from the feedback were analyzed using Frequency Analysis and Average
Index. It is then written back in terms of Bar Chart, Column-Chart and Pie Chart to
generate findings. The data will be summarized aso percentages to make more
systematic and understandable. The results is then evaluated and used in the findings of
objectives in the study. A brief summary was produced to conclude the outcome of the
survey.
57
4.3.4
Frequency Analysis
Frequency analysis used a tabular form to represent the result of data analysis of
frequency of response that respondents gave to the different variables in the
questionnaire. The result was tabulated in the form of frequency number and percentages
according to total respondents. For graphic result presentation, bar chart and pie chart
are used as summaries. Frequency Analysis depends on the percentage of respondents
giving the same answers. It is also used to measure the degree of agreement for certain
statements. The formula of Frequency Analysis is as below:
Percentage (%) = (n/N) x 100%
Where:
n = Number of respondents
N = Total number of respondents received
4.3.5
Average Index Analysis
The result of the data collected will be further summarized by using average
index analysis. The average index analysis for each variable was calculated by using the
similar classification of the rating scale proposed by Abd. Majid (1997). Likert Scaling
were defined as follows:
58
AI = ∑ [n1(1) + n2(2) + n3(3) + n4(4) + n5(5)]
∑n1(5)
Average Index (AI)= Σ ai.xi
Σ xi
Where:
xi = Number of respondents x rating scale
ai = Rating scale
x = Number of respondents
“Not Important”
1.00 < Average Index (I) < 1.50
“Less Important”
1.50 ≤ Average Index (I) < 2.50
“Moderately Important”
2.50 ≤ Average Index (I) < 3.50
“Very Important”
3.50 ≤ Average Index (I) < 4.50
“Extremely Important”
4.50 ≤ Average Index (I) < 5.00
4.3.6 Limitation of survey
There are a few limitations in this survey, which can be presented as follows:
59
i.
Accuracy.
By using postal questionnaires survey, the respondents may answer generally when
researcher is seeking a response on a specific level of analysis. Respondents may also
answer according to what they think the researcher want to hear. They may answer
according to their public profile rather than underlying the corporate reality. (Naoum,
1998).
ii.
No control over respondents
Although it is stated in the questionnaire that all questions must be answered, there is no
guarantee that they will answer the whole questions completely. However, this is less of
a problem than not getting a response at all, given the fact that the response rate for
postal surveys usually range between 40 to 60 percent. Some questions also are left
unanswered or wrongly answered.
iii.
Industry Fatique
Due to pressure of modern business and people are very busy, the students’
questionnaires are of less priority. This will result in respondents not answering the
questionnaires at all or answer only certain part.
iv.
Non-participation
The respondents may be quoting as lack of time (too busy), lack of interest and matters
of confidentiality or sensitivity for their non-participation
60
4.4 Research Findings
In this stage, the author will elaborate and discuss findings from data analysis and
literature review on how to achieve the objectives of this study.
4.5 Make conclusion
At this final stage, a conclusion will be drawn out based on the results of the analysis
obtained. Final checking will be carried out at this stage to improve the quality of the
research study and also to improve the loop holes in the study conducted.
4.6 Conclusions and Recommendations
Based on the results obtained, conclusions and recommendations were developed.
Conclusions are drawn based on the findings and analysis of the results from the
questionnaire survey in accordance with the research objectives. Specific and practical
recommendations were later suggested on factors on how to manage construction
disputes for the better performance of the industry in future. Recommendations are also
made available to aide for future researches. The next chapter renders the detailed
information on the above mentioned statement.
61
CHAPTER 5
DATA ANALYSIS AND RESULTS
5.1
Introduction
This chapter explains in detail the data collected and analysis carried out based
on methodology described in Chapter 4.
5.2
Interview with Expert Panels
Figure 5.1 shows the content analysis of current construction process based on ten (10)
expert panels as been described in Chapter 4.
62
Table 5.1: Content Analysis of Current Traditional Construction Process
Respondents
Questions
1. Based on
your
experience
what are the
main
problems and
limitations
commonly
associated
with
traditional
construction
process?
2. Based on
current
performance
do you think
there is an
urgent need
for us to be
improved to
meet
customer/end
user
expectations?
No. 1
No. 2
- Biased on
- Biased on
contract/tender
contract/tender
- Redundancy of
- Insufficient
works
info
- Problems in
(communicatio
managing
n problem)
appointment of
- site
personnel and
management
consultant.
(resources and
- deal with a lot of
labor)
personnel/consult
ant and tend to
make mistake
- Improper
documenting and
agreement
management
Definitely as time,
cost and quality
need to be achieved.
Definitely need
to be improve
especially
building
construction,
based on client
(end user) need.
No. 3
- Depend on
weather
condition.
Yes, by
conducting
survey will
generate ideas
and
information
No. 4
improper planning of the
master program.
strategies used by project
managers is based on
previous projects and
they tend improve their
strategies instead of
applying different
method. Planning is very
essential to the flow of
construction process to
avoid interruptions and
delays which will then
affects the cost and
quality.
Yes definitely.
No. 5
No. 6
No. 7
- Slow,
- communica
tion issues,
- additional
work
orders,
- redundanci
es,
- less
organized,
- requires
many
parties
involvemen
t,
- require
close
monitoring
and coordination.
-Insufficient info
(communicatio
n problem)
-site
management
(resources and
labor)
- Improper
documenting
and agreement
management
Organization
and
communication
problem. This
could drag to
improper
planning
during design
and planning
stage of
construction.
Yes, absolutely.
To achieve
better quality
and satisfy end
user expectation.
Yes. To avoid
construction
delay.
Yes,
construction
industry must
be more
customer
oriented and
not only
focusing on
the profit.
No. 8
Failed to do
proper planning
at beginning. So
that later on
project is hard to
control and
monitor
Yes!
No. 9
No. 10
Communication
problem. In
traditional
construction,
most team
(contractor team,
client team,
consultant team)
are not
integrated well
to each other.
Site
management
especially
resources as
resources is
the biggest
cost
contribution
in
construction.
It will effect
cost as well
as time
management.
Yes, to make
construction
more efficient.
Yes
definitely. To
prevent more
abundant
projects and
delay project
that could
increase cost
contribution.
63
Table 5.1: Content Analysis of Current Traditional Construction Process (continued)
Respondents
Questions
3. Delay and
quality are
two main
issues that we
are facing in
our
construction
industry
today. Do you
think these
two issues
associated
with the
practice of
traditional
work process?
No. 1
Yes, because in
traditional work
process there is no
standard quality on
method to check the
quality or
inspection. Delay
occur due to
improper site
management
(personnel)
No. 2
No. 3
Definitely as
time, quality,
and cost are
related to each
other. When
people expecting
high quality in a
short
construction
time will
increase cost as
rarely client
could consider it.
Yes,
traditional
method is
usually hard
to maintain
the
consistence
of quality
because low
of skilled
workers on
site.
No. 4
They are related
because of the
improper planning
used in traditional
construction.
No. 5
No. 6
Yes,
absolutely.
-Yes, most
contractor/ client
only focus on
saving cost
without think of
quality of the
project to gain
profit.
-Delay occurred
due to improper
planning
especially in
traditional work
process.
No. 7
Yes, because
there is no
proper tool or
method to
measure this
problems.
No. 8
Improper
planning and
lack of
awareness about
quality are the
issues related to
delay and quality
in traditional
work process.
No. 9
Not proper
planning could
cause project
delay. Quality
are not the main
priority in
traditional work
process.
No. 10
Yes!!
64
Table 5.1: Content Analysis of Current Traditional Construction Process (continued)
Respondents
Questions
4. We believe
that over the
years many
efforts have
been done to
improve the
project
industry
performance
by various
sectors within
construction
industry. Can
you share this
experience of
the strategies
that have been
use so far to
improve
construction
performance?
No. 1
Using Design and
Build procurement
and practice lean
construction
No. 2
No. 3
No. 4
No. 5
Labor and
resources control
in weekly
tracking. It will
base on progress
and monitoring
to overcome any
delay and it is
responsible by
construction
manager.
-should use
proper planning
and scheduling
as well as
monitoring and
controlling the
process.
The precast
(IBS)
methods are
an alternative
method to
speed the
construction
period
because it’s
not
depending
with weather
condition and
skilled
worker.
- IBS
- Project Management
Consultant which has
shown improvement in
the construction
process. But still, this
wasn’t been practiced
by most of the
contractor in Malaysia
because of limitation
on funding and time
consuming process
during the preplanning of the project
- consistent
researches
on the
contractors,
suppliers,
manufactur
ers and
consultants
performanc
e.
No. 6
Design and
Build
procurement
No. 7
Design and
Build
procurement.
No. 8
Planning and
scheduling tools
such as
primavera or
project office
handled by
professional
consultant to
monitor the
project.
No. 9
Set up IT
technology to
create link to
every team or
just using design
and build would
solve the
problem.
No. 10
Practice
partnering
and just in
time top
solve site
management
(resource)
problem.
65
Table 5.1: Content Analysis of Current Traditional Construction Process (continued)
Respondents
Questions
5. With regard
to project time
do you think
the current
system/duratio
n of project
should be
made more
efficient?
6. What do
you think
about ‘waste’
in term of
time,
inefficiency of
work process
in current
system? Can
you give
example some
of them?
No. 1
No. 2
Yes, work
program need to
be improved and
focused on
expertise/person
appointed and
progress of
construction.
Yes, it is.
Currently,
traditional
work process is
efficient but the
client decision
could make the
whole process
inefficient that
lead to
variation order.
Besides the
drawing itself
are not
constructability
and
planner/archite
cts didn’t do a
proper site
condition
survey.
- Sudden
decision/
variation
instruct by
client or
because of the
condition of the
ground that
need decision
from client are
time lengthy.
- Improper site
management
could lead to loss
especially in lack
of controlling
raw material.
- Waste of time as
well as produce a
lot of
construction
waste.
No. 5
No. 6
No. 7
No. 8
Yes it’s
should
No. 3
Yes.
No. 4
Yes, I think
it should be
more
efficient. If
current
system/
duration of
project has
already
been at
satisfactory
level, why
there are
still too
many
projects are
abandoned
?
Yes! Most
contractor give
the lowest
tender and tend
to get extra
charges when
there are
variation order
and extension
of time. So the
project will
behind the
schedule.
Yes, time is
important as
it will
incurred cost
and waste.
Yes, because
there is no
tool or
standard to set
for any
activities in
traditional
work process.
So time for
the same
project will be
different.
Yes, to avoid
project delay
and money
loss.
No. 9
Yes because
a lot of
abundant
project
nowadays
No. 10
-Weather
problem
- Design changes or
error because the
improper planning for
the design has not been
detailed and managed.
- Traditional
work
method
drag the
constructio
n time and
also use
more
materials
and
manpower
compared
to IBS
System.
Sudden decision
could drag
time. For
example, client
suddenly
change
decision, and
consultant have
to redraw again
any technique
used. Different
technique used
could be
different
expertise
needed.
Redundant
works
because of
miscommunic
ation.
Unskilled
worker, tend
to do mistake
that need to
re-construct
and produce
waste.
Late receive
information
due to
birochracy or
miscommunic
ation. Design
error due to
improper
setting out
and site
clearance.
Problem in
resources
managemen
t. Time of
ordering
need to be
right as to
avoid
defects or
insufficient
space or late
delivery.
66
Table 5.1: Content Analysis of Current Traditional Construction Process (continued)
Respondents
Questions
7. Do you
think
construction
industry does
not able to
meet customer
and end user
expectation in
term of time,
quality and
value for
money of the
construction
project in
general?
No. 1
No. 2
No. 3
Diasgree,
construction project
can meet customer/
end
user
expectation if there
is a proper tools in
construction
management
Depends on the
client needs to
meet one/both or
all the elements;
cost, time
quality.
Usually
developer/cont
ractor will
disappears
when the
construction
end. The
customer and
end user
expectation
are not the
major interest
issue for them.
No. 4
As the price increases in
construction materials,
many contractors failed to
provide the best quality
and time for the
customers. It’s up to the
developer on how to give
the best value for money
to their customers.
No. 5
No. 6
No. 7
No. 8
No. 9
No. 10
Yes,
especially in
Malaysia.
Mostly, it still
depends on
the company
financial
ability and
government
decision based
on the market
condition. As
example,
there is still
not many
housing which
is considered
as affordable
but have
quality at the
same time.
Not sure, it
depends on what
types of project
handled
and
client fund.
No, but yet,
they still can
achieve either
1 or 2 elements
(time, quality
and/or cost)
Depends on how
well project been
plan and control
as
well
as
contribution and
cooperation from
all parties.
Depends who are
involved
with
the
projects.
Most high class
contractors and
developer will
maintain
their
status
and
reputation. They
will also do
some
market
research to know
the advantages
and
disadvantages of
any project they
want to involve
in.
Yes, because
Malaysia
statistics
shows that a
lot of
abundant
projects.
67
Table 5.1: Content Analysis of Current Traditional Construction Process (continued)
Respondents
Questions
8. There are
many new
concept of
management
theory such as
Lean Theory,
Concurrent
Engineering
being adopted
by
manufacturer
industry to
improve their
performance.
Have you
heard about
these ideas? If
so, do you
think they are
value to
construction?
No. 1
No. 2
No. 3
Yes, but they are
rarely practices
in construction
industry as there
are lack of
awareness and
knowledge by
top management.
Sometimes it
could because of
budget
constraint, as
training of the
course is quite
expensive. To
maintain the
personnel who
are train is also
another problem.
Yes, these
theories can
apply into
construction
industry but with
a lot of
limitations.
Construction
industry is
different
condition/enviro
nment compared
to manufacturer
industry.
Manufacturer
industry produce
the same and
repetitive
product. In
construction
industry, there
are different
condition even
though it is the
same project.
Otherwise, most
people are lack
of awareness
about these
theories.
Never heard
before,
basically
money is basic
idea to speed
up the
construction
period.
No. 4
nope
No. 5
There are too
many
theories. I’ve
heard of them.
However,
most of the
companies
involved in
the
construction
does not look
into these
theories
because of the
practicality is
not clearly
defined and
still not
widely
practiced.
People will be
more
interested in
obvious
matters such
as price,
products and
materials. I
think theory
must come
along with the
tools
(mechanism)
which is
practicable
and only then
it will be a
value to
construction.
No. 6
No. 7
No. 8
No. 9
No. 10
No, never heard
before
Yes, these
theories can be
applied in
construction
industry but
these theories
are still new.
Most
construction
players are
lack of
knowledge and
awareness
about these
theories.
Yes, but most top
managements are
not interested to
implement as
they didn’t see
the advantages of
applying these
theories.
Yes. However,
most of the
companies
involved in the
construction
does not look
into
these
theories because
of
the
practicality is not
clearly defined
and still not
widely practiced.
-same
as
answer
respondent
8.
- Yes, but
most top
managements
are not
interested to
implement as
they didn’t
see the
advantages of
applying
these
theories.
68
Table 5.1: Content Analysis of Current Traditional Construction Process (continued)
Respondents
Questions
9. Malaysian
Government
has introduced
IBS system.
Do you think
IBS really
improve
construction
process by
eliminating
waste, able to
reduce
construction
time and make
the whole
construction
process more
efficient?
No. 1
No. 2
No. 3
No. 4
No. 5
No. 6
- Yes, in term of
waste, it is more
manageable and
least waste
produce on site
as the element of
building are
fabricated from
the factory.
- It could reduce
time, as the
construction can
be done
simultaneously.
It is efficient
because of
skilled worker
used, save time
and reduce
waste.
- Yes, especially
on building
works, save
time and reduce
waste but not
the cost.
- It is quite
expensive as
skilled worker
needed to
construct using
this technology.
- Besides, heavy
machine
needed that
could consume
cost increase
because of high
production rate.
- Adversely,
most client
offer the tender
to the lowest
price especially
government
sector.
-Yes, the IBS
improve the
construction
process but
it’s
expensive
and need
more capital
to implement
it.
- Theoretically, the IBS
system does improve
the construction
process but limitations
faced are the lowwages general worker
and lack of technology
and knowledge,
construction cost
increases
- This still needed the
creativity of the
Malaysian government
on how to introduce
the IBS effectively into
the construction
industry.
- Yes, I
agree on
this.
Hopefully,
this IBS
System
will be
implemente
d
nationally
and be one
of the
guideline
prepared
by JKR.
Furthermor
e,
hopefully
this will
help reduce
the housing
price as
well.
Yes, probably,
but got some
limitations as it
is quite
expensive as
skilled worker
needed to
construct using
this
technology.
Besides, heavy
machine
needed that
could consume
a lot of cost.
No. 7
Yes, but it is
rarely
practices in
Malaysia
because of
lack of
awareness
and
knowledge
from the
construction
industry
players.
No. 8
No. 9
No. 10
Yes, but it is
quite expensive
because need
skilled/trained
workers
as
heavy machine
needed to run
the system.
Yes, but lack of
knowledge and
awareness from
the industry.
Government
should
enforced and
promote this
system to
industry by
giving more
award (as
CIDB did) to
construction
that apply IBS
system.
Yes, but
need support
from
government
to promote
and enforce.
69
Table 5.1: Content Analysis of Current Traditional Construction Process (continued)
Respondents
Questions
10. By the
way, how do
you define the
concept of
efficiency in
construction
process?
No. 1
No. 2
No. 3
Concept of
efficiency in
construction
process based on
method statement
itself, it can be
measured based on
supervision give,
good system
monitoring,
motivation given
by employer to
workers such as
bonus etc. and the
most important the
financial of the
project itself.
No
communication
breakdown, good
communication
between teams
involves.
High budget
will increase
the efficiency
of
construction
process
No. 4
Efficiency in construction
process is well-planned
master program.
No. 5
Efficiency in
construction
process for
me is the
ability to
complete any
project within
the projected
timeline for
all process
starting from
planning until
the handover.
This is also
includes no
additional
requests on
the resources
and allocated
budget. At the
same time, no
wastages
happen.
No. 6
No. 7
No. 8
No. 9
No. 10
Project finished
on or before
time planned.
Able to
minimize waste.
No redundancy
activities in a
project that
could lead to
extra time and
cost.
Well planned
work program
in the planning
stage, and be
able to monitor
and control the
construction
process.
Good monitoring
and controlling
method applied.
Fund is
sufficient. All
parties have
construction
knowledge.
(client,
contractor
and
consultant)
70
Based on the Table 5.1, it can be conclude that there are a lot of problems occurred in
traditional work process. There are also urgent needs for construction industry to
improve based on current traditional work process.
Delay and time prior is the main problems in traditional work process and there are need
to improve project time. Quality and waste also are the issues faced in current traditional
work process.
Most of the interviewees agreed that construction industry does not be able to meet
customer and end user expectation in terms of time, quality and value for money of the
construction in general. However, there are some interviewee responded yes if the
project are properly managed and high budget from client prepared just to meet all the
requirement needed.
However, there are several strategies that used to improve the current traditional work
process such as alternative procurement method, lean construction management, IBS
system, computerize tracking system, practice partnering with suppliers and apply justin-time concept on delivery of construction materials.
Seven interviewees do aware about new concept of management theory such as Lean
Theory and Concurrent Theory and some of them agreed that those management theory
can be applied in construction industry but with a lot of limitation. The limitations are
because of lacks of awareness of top management about these ideas, lack of knowledge
and it is impractical. While others never heard about these ideas before.
All interviewee agreed that IBS system do really improve construction process by
eliminating waste, be able to reduce construction time and make the whole construction
process more efficient but with some limitations such skilled workers needed, costly,
heavy machine needed, lack of awareness, knowledge, and support from government.
71
Efficiencies concept are defined as there is no redundancy of any activities in a project
that could lead to extra time and cost, project be able to finish on time, and project is be
able to monitor and control.
5.3
Questionnaire Survey
The author distributed questionnaires to 40 respondents. 20 questionnaires were
delivered to contractor and consultant firm and the rest were delivered to government
sector that involved with construction project as authority, client and consultant. Table
5.2 showed the end result of the delivered questionnaire which the percentage of
response is considered moderate.
Table 5.2: Questionnaires delivered
Questionnaires
Quantity
Delivered
50
Responded questionnaires
40
80
Rejected questionnaires
4
8
Unreply questionnaires
6
12
Total
Percentage (%)
100
72
5.4 Demographic of Respondents
The demographic of the respondents’ are described on the following sections.
5.4.1 Respondents Position
The author had also categorized the respondents’ position into 5 categories that are
shown in Table 5.4 and Figure 5.3. The position of ‘Others’ involved Safety Officer, M
& E coordinator, QA & QC coordinator and etc.
Table 5.3: Respondents Position
Responded Questionnaires
Quantity
Percentage (%)
Project Manager
14
36
Engineer
17
43
Quantity Surveyor
3
8
Architect
2
5
Others
3
8
Total
39
100
73
5.4.2 Respondent’s Working Experience
The collected questionnaires were categorized according to the respondents working
experiences which have been measured in terms of years as shown in Table 5.4. There
are four (4) categories were set to allocate all the respondents and the result found out
that category 10 – 19 years working experience years are the highest percentage
followed by category 0 – 9 years and lowest were category more than 20 years working
experience.
Table 5.4: Respondents’ Working Experience
Respondents Qualification
5.5
Quantity
Percentage (%)
0 - 9 years
13
33
10 - 19 years
19
49
More than 20 years
7
18
Total
39
100
Major Causes to Project Delay
In section B, questions are divided into three (3) categories. In question 1 of the
questionnaire was designed to seek opinions from the construction industry on the
causes to project delay due to improper construction management.
74
Table 5.5 shows the most causes of project delay due to improper management indicated
by respondents taken.
Table 5.5: Factors that contribute to project delay
Scores
Causes
Mean
1
2
3
4
5
Index
a
Quality Management (defects)
5
11
8
11
4
2.95
b
Communication management
2
4
4
16
14
3.87
0
0
7
16
16
4.23
c
Site management (resources
and materials)
d
Waste management
15
11
8
3
2
2.13
e
Personnel management
7
4
12
11
5
3.08
According to the average index analysis above, showed respondents agree that site
management (resources and materials) is the most causes due to project delay and in
terms of time.
5.6
Problems and Limitation in Traditional Work Process
Question 2 was designed to determine the limitation and problems that associated
with traditional construction process. Table 5.6 showed respondents agree with all the
problems that listed out in the questionnaire were the factor of problems in traditional
construction process.
75
Table 5.6: Problem related to construction process
2
a
b
c
Scores
Factor of problem and
limitation
Poor communication
/communication breakdown
Poor site management
(resources and labor)
Improper site management
cause ‘waste’ in terms of time
1
2
3
Mean
4
5
Index
1
1
6
17
14
4.08
0
2
5
20
12
4.08
1
4
11
19
4
3.54
0
3
17
14
5
3.54
3
6
15
14
1
3.10
2
2
6
15
14
3.95
2
0
7
14
16
4.08
1
1
6
17
14
4.08
2
3
12
17
5
3.49
Redundancy works always
d
occur in traditional
construction process.
e
f
g
h
i
Wastage in construction
(materials)
Improper planning of the
construction
Poor site coordination
Lack of close monitoring and
controlling
Improper documenting and
agreement
j
Quality problem
0
4
10
18
7
3.72
k
Materials defects on site
1
4
14
16
4
3.46
While in Question 3 to Question 6 were designed to indicate the rationale needs to
improve and enhance current construction process effectiveness. In this part also to find
76
out there are urgent needs to improve in order to meet clients and end user expectation.
The results had been summarized as shown in Table 5.7.
Table 5.7: The needs to improve traditional construction process
Scores
*
3.
4.
5.
6.
Needs to improve TWP
With regard to project time,
current system/duration of
project should be made more
efficient
‘waste’ in term of time occurs
when there is sudden decision
by client or there is variation
orders/design changes
Based on current performance,
there is an urgent need for us
to be improved to meet
customer/end user
expectations
Construction industry does not
able to meet customer and end
user expectation the
construction project in general
in terms of:-
1
2
3
4
5
Mean
Index
0
2
6
14
17
4.18
0
4
7
15
13
3.95
0
1
7
18
13
4.10
3.82
a. Time
2
4
6
14
13
3.49
b. Quality
3
6
8
14
9
3.59
c. Value for money
3
3
9
16
8
4.18
* question number refer to original questionnaire form distributed
Table 5.7 showed respondents agreed that there are urgent needs to improve traditional
construction process in terms of project time and customer need/expectation.
77
5.7
Strategies Used to Improve Traditional Construction Process
In section C of the questionnaire, there were 9 questions designed to seek correspondent
perception on strategies that have been used so far to improve construction performance.
The lists of strategies are based on the previous interview session and literature review.
Table 5.8 is the results of strategies indicated by the respondent perspective.
Table 5.8: Strategies to improve construction process
Scores
1
2
3
4
5
Mean
Index
0
0
6
14
19
4.33
1
0
6
17
15
4.15
(c) Control quality (less materials
defects)
1
2
3
18
16
4.21
2
Alternative procurement method such as
design and build
2
3
11
18
5
3.54
3
Eliminating waste and redundancy (lean
construction)
1
0
13
19
6
3.74
4
Systematic approach to integrated
product development that emphasizes
the response to customer expectations
(Concurrent Engineering)
2
2
6
24
6
3.77
5
Practicing partnering with suppliers
(supply chain)
2
3
6
19
9
3.74
Strategies Applied
1
By applying Industrialized Building
System (IBS) (materials fabricated from
factory) can:(a) Reduce waste
(b) Reduce time used
78
Table 5.8: Results of practical and widely used strategies to
improve construction process (continued)
Scores
Strategies Applied
6
1
2
3
4
5
Ordering resources (materials) on time
(just-in-time) may:(a) Reduce waste
Mean
Index
3.77
0
2
13
16
8
3.92
0
3
8
17
11
3.62
(c) Control quality (less materials
defects)
0
5
11
17
6
3.51
7
Adopt Six-Sigma in construction
2
4
12
14
7
3.90
8
Create teamwork for quality control and
construction improvement research.
(Kaizen Philosophy)
0
3
8
18
10
3.97
9
Integrate all organizational functions to
focus on meeting customer needs and
other organizational objectives (Total
Quality Management)
0
1
8
21
9
4.33
(b) Reduce time used
5.8
Element of Improvement in Enhancing Construction Improvement
Section D of questionnaire provides the list of elements of improvement to
enhance construction improvement. The main aim of this section is to determine
elements of improvement that most concern among industry players to support
practicality and effective strategies used to enhance construction improvement. Table
5.12 shows the results on important elements in order to improve current construction
process.
79
Table 5.9: Important elements in improving construction process
Scores
Element of improvement
a
b
Time reduction
Waste reduction
Mean
1
2
3
4
5
Index
2
1
7
21
8
3.82
0
3
12
18
6
3.69
c
Quality/ defects
0
1
9
13
16
4.13
d
Teamwork/communication
0
0
9
14
16
4.18
e
Site coordination
0
0
10
15
14
4.10
f
Waste management
0
2
15
18
4
3.62
g
Labor Management
0
3
11
19
6
3.72
h
Materials management
0
3
12
15
9
3.77
80
CHAPTER 6
DISCUSSION OF THE RESULTS
6.1 Introduction
This chapter discussed thoroughly on the results from the data analyzed. The findings
were discussed on the limitation and problems faced in current traditional work process.
This project also discussed on method used to improve construction efficiency.
6.2 Rationale needs to improve efficiency of construction process
Data collection from interview and questionnaire show that there are rationale needs to
improve efficiency of construction process. There are because major respondent and
interviewees respond that in the current traditional work process faced a lot of
limitations and problems. Some of them also respond that construction industry cannot
81
achieve the user expectation and produce a lot of waste. Below are the breakdowns
detail on the rationale needs to improve efficiency of construction process:-
i.
Problem and limitation in traditional work process
Delays are frequent and recurring in construction projects in developing
countries. Although the principal reasons for construction delays are comparable
across developing countries, several factors pertaining to local industry, socioeconomic and cultural issues and project characteristics also contribute to
construction delays. Questionnaire surveys and interviews were conducted on
construction industry players to explore the most significant problems causing
construction delays. Factors related to designers, contractors and consultants
were rated among the top problems. Issues such as lack of resources, poor
contractor management, shortage of labor, design delays, planning and
scheduling deficiencies, changed orders and contractors' financial difficulties
were also highlighted during the interviews. Notably, problems such as
'multicultural and multilingual environment causing ineffective communication’
was rated among the problems in problem inventory.
Basically there are a lot of problems and limitations when it is related to
traditional work process. Based on the interview, it can be concluded that all the
interviewees agreed in the traditional work process faced a lot of problems and
limitation.
Improper planning of site (site management) had been agreed by 8 out of 10
respondents interviewed. Site management concluded with problems of
managing the labors and appointment of personnel and consultant. In traditional
work process, client needs to deal with a lot of personnel and consultant and they
82
tend to make mistake. It is also included of managing materials as resource is the
biggest portion of cost contribution in construction project.
5 out of 10 respondents stated that communication problem is the main problem
faced in traditional work process. Only 1 person agreed that improper
documenting and agreement management are also common problems when
related to traditional work process.
Based on the interview, it can be concluded that 80% of the respondents
interviewed stated that site management is the major problems in practicing
traditional work process in terms of management.
Based on Table 5.8, results of problems and limitations in traditional work
process from 39 respondents through questionnaires distributed, it can be
indicated that poor site management (labor and resources), poor communication,
poor site coordination and lack of close monitoring and controlling were the
most ranked. These problems were measured through questionnaire by using
average index as per discussed in chapter 4.
Therefore, from the data collection, site management is the major problem
associated with traditional work process based on the interview session and
supported by questionnaire collected.
ii.
Project delay
Based on the interview session, all interviewees agreed project delay main issues
that faced in current construction industry today. This statement was supported
83
by evaluated questionnaires. The respondents agreed that with regard project
time, current system/duration of project should be made more efficient.
In terms of management, the most causes of project delay that indicated by
respondents in the questionnaire circulated is problem of site management
(resources and labors). It was analyzed by using average index and showed that
respondents agreed with problem of site management causes project delay.
Respondents moderately agree with problem in communication management,
personnel management and quality management that cause to project delay,
while respondents slightly agree with causes that due to waste management.
iii.
Quality of the project
To achieve the end user/customer expectations, all players need to provide with
building solutions, quality workmanship, and the ability to operate at maximum
efficiency to produce a quality product in a timely and cost effective manner.
Based on the data collection, all the interviewees agreed on quality also is one of
the main issues faced in current traditional work process.
iv.
Waste in construction project
Construction waste consists of unwanted materials on site. If the construction
waste is managed properly it will save money as well as reduce your impact on
the environment by considering resource use and waste generation during the
design phase of a building project.
84
When in construction phase, a lot of construction waste produced and waste
management is important as to reduce projects cost and project time. How waste
were produced and what it make the work process in current work process
inefficient need to be clarify by construction players through their experience.
Secondary data were collected from the construction players to gain the opinions
on relationship between wastes in terms of time in construction. Controlling
resources especially materials can reduce construction time and improve
efficiency of time project by applying just-in-time (JIT) method. Project manager
will be thinking of minimizing waste with by using this just-in-time (JIT)
method. Therefore it will boost the efficiency of project time. This statement was
suggested and supported by several construction players through last interview
session. Interviewee also sit is related to waste management on how to reduce
construction waste. Based on the last interview session, redundant of works
could possibly lead to waste production. Redundancy occurred when there was
communication breakdown or miscommunication between teams or superior.
Sometimes it is because of birochracy, project team usually gets late information
because of design changes. When there is no sufficient information, sudden
changes, variation instruct and communication, workers on site tend to do
mistakes.
Traditional work method normally will be linked with the usage of unskilled
labor. Those unskilled labor tend to make mistake which are sometimes doesn’t
fit the authority requirement or clients expectation. They had to reconstruction
again the mistake parts, so a lot of wastes will be produced.
85
6.3
Urgent need to improve the current performance
As been discussed earlier, traditional work process faced a lot of problems and
limitations. All interviewee agreed that there is an urgent need to improve current
construction performance to meet customer/end user expectations.
Based on current construction performance, there are needs to improve as the customers
nowadays do aware about the elements of time, cost and quality. Most projects are only
focusing on gaining profit without thinking of quality of the project. Project delay
always occurs in current construction process that showed there is urgent need to
improve construction performance.
But somehow, there are few interviewees thought that construction industry does not be
able to meet customer and end user expectation. Others just give their opinion that those
meet of the end user expectation it depends on what types of projects, how big is the
project, what class of contractor they engaged with and fund supply. Based on Table 5.9,
construction players agree that current construction industry doesn’t meet customer and
end user expectation in terms of value for money. They were moderately agreed that
current construction industry doesn’t meet customer and end user expectation in terms of
time and quality.
6.4
Strategies to improve construction process
There are a lot of strategies/method apply to enhance and improve the
efficiencies in construction.
86
These strategies can be classified as 3 perspectives that are management perspective,
technical perspective and planning perspective. The scope of this study is mainly
focused on management perspective. The feedback from last interview sessions shows
that application of partnering and just-in-time method could improve site management
problems. In terms of technical perspective, construction players tend to choose
Industrialized Building System (IBS) as the best strategies to enhance the efficiencies of
construction. While in terms of planning perspective, using Primavera software could
enhance the monitoring, tracking project and computerized system is useful to create
link in every team involved to avoid any late information or miscommunication between
them.
Based on Table 5.10, it is shows that Total Quality Management is the strategy that
widely used and practical to improve current performance construction process. Based
on the mean index, the respondents agree to integrate all organizational functions to
focus on meeting customer needs and other organizational objectives.
However the respondents agree that by using Industrialized Building Technology (IBS)
can control quality by producing less material defects based on Table 5.10. They also
agreed that IBS Technology could reduce timed used and waste. Interview results
showed that in general, Industrialized Building Technology (IBS) can improve
construction process by eliminating waste, able to reduce construction time and make
the whole process more efficient. One of the expert panels stated that applying IBS
system is more manageable and least waste produce on site as the product themselves
were fabricated from the factory. It could reduce construction time because the
construction can be simultaneously. It is also efficient as skilled workers used can save
time and reduce waste. However the other expert panels mentioned there are limitations
on applying this technology. It could save time and reduce waste but not the cost. It is
quite expensive as skilled worker are needed to construct using this technology. Besides,
87
heavy machines are needed that could consume a lot of money because of high
production rate. Adversely, most client offer lowest prices and budget especially in
government projects. Cooperation and interference from Malaysian government are
needed in order to promote and introduce IBS to the industry effectively. Expert panels
also suggested that Malaysian government should be more creative to promote the IBS
technology to the industry by giving award more awards to certain criteria of application
of IBS to the contractors and developers involved. Moreover they must be prepared with
the proper guidelines to enforce this system.
Interview with expert panels showed that most of them heard about new concept of
management theory such as Lean Theory and Concurrent Engineering. However, 3 of
the expert panels never heard about those theories. Expert panels agree that these
theories can be applied in construction industry but with a lot of limitations. They are
rarely applied because of certain reasons. The reasons stated are there are lack of
knowledge and awareness by the top management. Top management had to decide on
the process as a whole. Sometimes, top management thought that they are hard to apply
because of budget constraint. They had to train a group of members which cost a lot of
money. For example, to have a quality team, the top management had to decide on
numbers of trained person per group and training cost which cost more than thousands
ringgit per head. Top management also had risk on the personnel trained will quit from
the current job and moved to the other company.
Some expert panels do mention that these new management theories adopted by
manufacturers industry were not suitable to apply in construction industry as they had
different activities. Manufacturer activities are same and repetitive but construction
activities are different depends on types, location, soil condition, environment and other
factors. Even though same projects were construct but they will face different problems
on site. This is the reason the new management theories adopted by manufacturer are
rarely applied to construction industry. All of the expert panels that heard about these
88
new management theories, stated that they didn’t see the advantages and practicality on
applying this theories.
Respondents were moderately agreed by implement other methods to improve efficiency
in construction process. Other methods that been listed out such as application of lean
construction, concurrent engineering, kaizen philosophy, supply chain and JIT system.
6.5
Definition of Efficiency Concept
Concept of efficiency in construction process can be defined in many ways.
Interview with expert panels showed that there are many variations in defining the
concepts. Generally concepts of efficiency in construction process are based on method
statement itself. They can be measured based on level of supervision, good monitoring
system and financial status of the project itself.
3 of 10 expert panels stated that sufficient fund/financial is the definition of efficiency in
construction process. Whereby there are sufficient fund, project can progress smoothly
without any delay. However six (6) expert panels agreed that well planned project, with
good monitoring and controlling system with no redundancy activities on site is the
definition of efficiency concept. That means the project started and finished on the time
given as per scheduled with no redundancy of activities that could produce construction
waste. The other expert panel measured the efficiency in construction process by there is
good communication between teams involved.
89
6.2.5 Element of Improvement
In order to improve construction process, there are many factors to improve the
enhancement of construction process. Element of improvement are collected from
industry to seek on what are the important element need to be improve in order to
achieve efficiency in construction process.
Based on Table 5.11, it showed that teamwork and communication is the most important
element need to be enhanced in order to achieve the efficiency in construction process. It
showed that by using highest mean index, whereby mean index was used to measure the
level of importance. Second element that needs to improve was quality and defects and
lastly followed by site coordination.
Time reduction is the forth element need to be improved followed by materials
management, labor management, waste reduction and waste management. However all
the elements of improvement were in the ‘agree’ rating scale but the three most
important elements of improvement in current construction process were teamwork/
communication, quality/defects and site coordination.
These elements of improvement showed to support the category of need to improve the
current construction process.
90
CHAPTER 7
CONCLUSION AND RECOMMENDATION
7.1 Introduction
This chapter concludes the overall study that has been conducted. The achievement for
each objectives study are been concluded here. Finally recommendations were made for
further research.
7.2
Achievement of this study
The achievement of this study is measured by compare the result and the objectives
outlined in Chapter 1. All objectives of this study were successfully achieved even
though with a lot of limitations that described in Chapter 6.
91
Below are the conclusion on each objective of this study:
7.2.1
Objective No. 1- To review the rationale of need to improve the efficiencies on
the management of construction process during construction phase
This objective of study had been achieved through literature review in Chapter 2.
Chapter 2 indicated the lists of problems faced in traditional construction work process.
The needs to improves the efficiencies also been clarified through interview with the
expert panels. The need of improving construction process can be said that a lot of
problems occur in the traditional work process. There were also needs to improve
construction performance in order to achieve end user/customer expectation in terms of
time, quality and value for money. This objective also was supported by secondary data.
Average Index Analysis was used to determine the level of knowledge where the result
came out that most of problems and limitation of traditional work process were rank in
‘agree’ rating scale. With the regard of project time, the current construction
performance should be made more efficient and there is an urgent need for us to improve
in order to meet customer/end user expectations. From the data itself it can be showed
that construction project in general does not be able to meet customer/end user
expectations in terms of value for money.
7.2.2
Objective No. 2- To evaluate the methodology used in achieving efficiency in
construction process
From the literature review following aspects has been considered as viable strategies to
improve construction process. These findings were also supported by the questionnaire
survey results analysis. The lists are as follows:
92
•
Adoption of new management tool and philosophy from other industry
•
Advanced construction technology such as Industrialized Building System
•
Integration of quality management such as ISO 9001 and Total Quality
Management
7.2.3
Objective No. 3- To propose practical and effective strategies to improve
construction process
Detail description of main findings for this objective has been described in Chapter 6.
The conclusion that made from the findings are:
•
The main strategy that commonly used in Malaysia construction industry to
improve construction performance is by engaging with new construction
technology such as IBS system.
•
From the management perspective, the adoption of quality management system
guideline such as ISO 9001and Total Quality Management have been quite
popular to achieve improvement.
•
The used of tools and philosophy from other industry is quite new and do not
gain much popularity as strategy to improve construction process.
7.3 Limitation of Studies
There were three major limitations in this study which were time limitation, cost
limitation and area of coverage limitation.
93
7.3.1 Time Limitation
As time was the essence for this research, the author goes through a hard time in
collecting the data required as the University only provided two semesters time to
complete this research. Besides the author working in the weekdays and taking part time
study to finish this study. Author had to take holiday leave in order to collect data from
construction players.
7.3.2 Cost Limitation
Since the author has no other financial aids other them himself, the author has
difficulties in travelling to collect the required data. So, postage of questionnaires was
done to cover whole Klang Valley but due to low responses rate the author had to travel
to collect the data required.
7.3.3 Area of Coverage Limitation
The data collected were mainly from the Klang Valley area as mention earlier. Hence,
this research maybe one sided to only the Central part of Kuala Lumpur which the
samples does not reflect the whole Klang Valley area.
94
7.4 Recommendations
The author had developed out two parts of the recommendations that were based on
findings and future research studies.
7.4.1 Recommendations Based on Findings
Based on the findings outlined, the industry does aware about the problems faced in
current construction process. They also do aware that there are serious urgent needs to
enhance the efficiencies in current performance of industry. It can be showed that both
private and government project faced the same problems. With respect to the findings as
well as the conclusions drawn out from this study, several practical recommendations
are worth forwarded for possible implementation. The first and most obvious is that all
parties involved in construction projects must step up their effort and gives more
emphasis on the issue of communication, site management (resource and labor), site
coordination, monitoring, controlling and other issues. They should make an effort to
adopt methodologies which can bear improvements for them in these matters, since
these were regarded as by all participants as some of the most common causes of
disputes. Both communication and management issues may be improved through
continuous training, since training might provide those relevant workforces with the
necessary skills upgrade and enhancements that are vital in delivering professional and
high quality performance in executing projects at hand. The ability to plan instead can’t
be enhanced nor improve by mere training.
Secondly, top management should consider and more aware on the new practical
management method that might be useful in improving efficiencies of construction
95
process. Top management should study further on the implementation of new
management concept and made have some efforts on comparing the method with the
traditional work process. Top management should not just think on making profit but
they need to consider very well on time and quality aspects.
Thirdly, involvement from government is as important as government had authority to
promote and enforce the new management concept. Government should study and
prepare the guideline on implementation of new concept of management as well as other
system such as IBS. Government should seek the practicality on the implementation of
these methods before enforcing them.
Finally it is also recommended that for future works, all the construction players be more
alert and aware of new strategies and method. The respective board such as board of
engineer, board of architect and institute of surveyor Malaysia (ISM) need to supply
information to their members and keep updating them with new information.
7.4.2 Recommendations for Further Research Studies
Since the author had covered only limited area in this research, it is proposed data
collected represented the whole part of Malaysia which presented the problems in
Malaysia and more ideas on strategies of improvement will be discovered. This study
also needs to be focused in technical perspective as well. In future, the study will cover
the practical and efficient strategies not only in terms of management perspective but as
well as technical perspective.
96
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103
APPENDIX A
INTERVIEW QUESTION
104
UNIVERSITY OF TECHNOLOGY MALAYSIA
INTERVIEW QUESTIONNNAIRE
THE NEED TO IMPROVE EFFICIENCY IN
TRADITIONAL CONSTRUCTION WORK PROCESS
Objective of the interview:
There is an urgent need for the industry to reconsider the effectiveness of current work
process which mainly base on traditional work process due to its efficiency. Therefore
this interview questionnaire is prepared to gather the information about limitation on
current work process and the need to improve efficiency. Hopefully the overview from
construction players can give the idea on the practical and effectiveness strategy in
achieving improvement of construction work process.
105
Section A (to be filled by interviewer)
Respondent Background Information
1. Name (Optional)
: ___________________________________________
2. Company Address (Optional)
: ___________________________________________
___________________________________________
___________________________________________
3. Telephone (Optional)
: ___________________________________________
4. Age
: ___________________________________________
5. Sex
:
6. Current Position
: ___________________________________________
Female
Male
7. Experience in construction industry : ______________ years
8. Academic qualifications
: ___________________________________________
106
Section B
The aim of this section is to review the rationale of need to improve the efficiency on the
traditional work process in construction project.
“The term traditional work process can be literally understood as the common practice inherited
from the long established custom of delivering the construction project based on fragmented
work process. In general this practiced has dominated the industry with the separation of design
and construction function”
1. Based on your experience what are the main problems and limitations commonly associated
with traditional construction process?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
2. Based on current performance do you think there is an urgent need for us to be improved to
meet customer/end user expectations?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
107
3. Delay and quality are two main issues that we are facing in our construction industry today.
Do you think these two issues associated with the practice of traditional work process?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
4. We believe that over the years many efforts have been done to improve the project industry
performance by various sectors within construction industry. Can you share this experience
of the strategies that have been use so far to improve construction performance?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
5. With regard to project time do you think the current system/duration of project should be
made more efficient?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
108
6. What do you think about ‘waste’ in term of time, inefficiency of work process in current
system? Can you give example some of them?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
7. Do you think construction industry does not able to meet customer and end user expectation
in term of time, quality and value for money of the construction project in general?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
8. There are many new concept of management theory such as Lean Theory, Concurrent
Engineering being adopted by manufacturer industry to improve their performance. Have
you heard about these ideas? If so, do you think they are value to construction?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
109
9. Malaysian Government has introduced IBS system. Do you think IBS really improve
construction process by eliminating waste, able to reduce construction time and make the
whole construction process more efficient?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
10. By the way, how do you define the concept of efficiency in construction process?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Interviewee
Interviewer
…………………………………
…………………………………
Name
Name
: Tahrina Taib
Department :
Department
: Commissioner of Building
Date
Date
:
:
:
110
APPENDIX B
QUESTIONNAIRE SURVEY FORM
111
EFFICIENCY IN CONSTRUCTION PROCESS
Objective of the questionnaire
There is an urgent need for the industry to reconsider the effectiveness of current work process
which mainly base on traditional work process due to its efficiency. Therefore this questionnaire
is prepared to gather the information on strategies that widely used, practical and the most
effective to improve construction process. Hopefully the overview from construction players can
give the idea on the practical and effectiveness strategy in achieving improvement of
construction work process.
Section A
Respondent Background Information
9. Name (Optional)
: ___________________________________________
10. Company Address (Optional)
: ___________________________________________
_____________________________________________
_____________________________________________
11. Telephone (Optional)
: ___________________________________________
12. Age
: ___________________________________________
13. Sex
:
14. Current Position
: ___________________________________________
Female
15. Experience in construction industry : ______________ years
Male
112
16. Academic qualifications
: ___________________________________________
Section B
The aim of this section is to seek correspondent perception about traditional work process
regarding to construction.
“The term traditional work process can be literally understood as the common practice inherited
from the long established custom of delivering the construction project based on fragmented
work process. In general this practiced has dominated the industry with the separation of design
and construction function”
Instruction: Scale down from 1 – 5 in the boxes base on the indicator below:-
Scale indicator:
1
Least
2
Less
3
Moderately
4
More
5
Mostly
11. Marks the most major causes to project delay in construction management process
according to scale 1-5
a.
Quality Management (defects)
b.
Communication management
c.
Site management (resources and materials)
d.
Waste management
e.
Personnel management
113
Instruction: Please indicate your level of agreement of the statement below:-
Scale indicator:
2.
1
Least Agree
2
Quite Agree
3
Moderately Agree
4
Agree
5
Strongly Agree
Least
Quite
Moderately
Agree
Strongly
Agree
Agree
Agree
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
Agree
Below are the factor of problems and
limitation associated with traditional
work process
(a) Poor communication
/communication breakdown
(b) Poor site management (resources
and labor)
(c) Improper site management cause
‘waste’ in terms of time
(d) Redundancy works always occur
in traditional construction
process.
114
Least
Quite
Moderately
Agree
Agree
Agree
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
(g) Poor site coordination
1
2
3
4
5
(h) Lack of close monitoring and
1
2
3
4
5
1
2
3
4
5
(j) Quality problem
1
2
3
4
5
(k) Materials defects on site
1
2
3
4
5
With regard to project time, current
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
(e) Wastage in construction
Agree
Strongly
Agree
(materials)
(f) Improper planning of the
construction
controlling
(i) Improper documenting and
agreement
3.
system/duration of project should be
made more efficient
4.
‘waste’ in term of time occurs when
there is sudden decision by client or
there is variation orders/design
changes
5.
Based on current performance, there
is an urgent need for us to be
improved to meet customer/end user
115
Least
Quite
Moderately
Agree
Strongly
Agree
Agree
Agree
1
2
3
4
5
(a) Time
1
2
3
4
5
(b) Quality
1
2
3
4
5
(c) Value for money
1
2
3
4
5
Agree
expectations
6.
Construction industry does not able
to meet customer and end user
expectation the construction project
in general in terms of:-
116
Section C
The aim of this section is to seek correspondent perception on strategies that have been
used so far to improve construction performance.
“The movement urging the industry to reconsider its adherence to the traditional inefficient way
of delivering construction project is not a new effort and awareness of the need for construction
industry to refocus were the proactive action”
Instruction: Please indicate your level of agreement of the statement below:-
Least
Quite
Moderately
Agree
Strongly
Agree
Agree
Agree
1
2
3
4
5
(d) Reduce waste
1
2
3
4
5
(e) Reduce time used
1
2
3
4
5
(f) Control quality (less materials
1
2
3
4
5
Agree
Please indicate your level agreement
about current strategies that widely
applied and practical in construction
industry based on your experience:-
1.
By applying Industrialized Building
System (IBS) (materials fabricated
from factory) can:-
defects)
117
2.
Least
Quite
Moderately
Agree
Agree
Agree
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
(d) Reduce waste
1
2
3
4
5
(e) Reduce time used
1
2
3
4
5
(f) Control quality (less materials
1
2
3
4
5
1
2
3
4
5
Alternative procurement method
Agree
Strongly
Agree
such as design and build
3.
Eliminating waste and redundancy
(lean construction)
4.
Systematic approach to integrated
product development that emphasizes
the response to customer
expectations (Concurrent
Engineering)
5.
Practicing partnering with suppliers
(supply chain)
6.
Ordering resources (materials) on
time (just-in-time) may:-
defects)
7.
Adopt Six-Sigma in construction
118
8.
Create teamwork for quality control
Least
Quite
Moderately
Agree
Strongly
Agree
Agree
Agree
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
Agree
and construction improvement
research. (Kaizen Philosophy)
9.
Integrate all organizational functions
to focus on meeting customer needs
and other organizational objectives
(Total Quality Management)
119
Section D
The main aim of this section is to determine elements of improvement most concern among
industry players to support the practicality and effective strategies used to enhance
construction improvement.
“New Management Philosophy is the application of new management technique that originate
from other industry”
1.
Least
Quite
Moderately
Agree
Strongly
Agree
Agree
Agree
1
2
3
4
5
(a) Time reduction
1
2
3
4
5
(b) Waste reduction
1
2
3
4
5
(c) Quality/ defects
1
2
3
4
5
(d) Teamwork/communication
1
2
3
4
5
Agree
Please indicate your level on the
most
important
improvement
element
in
of
traditional
construction process
120
Least
Quite
Moderately
Agree
Agree
Agree
1
2
3
4
5
(e) Site coordination
1
2
3
4
5
(f) Waste management
1
2
3
4
5
(g) Labor Management
1
2
3
4
5
(h) Materials management
1
2
3
4
5
“THANK YOU FOR YOUR PARTICIPATION”
Agree
Strongly
Agree