Integrated design approach for improving architectural forms in industrialized building systems

An architectural design process is investigated to achieve form flexibility in industrialized building systems (IBS), as IBS constructions do not have sufficient flexibility to develop varied architectural forms. The ethnography method has been used to examine the issues related to “form” flexibility in the design life cycle of IBS constructions by observing the constructions of live experimental models. The major tasks and respective design aspects that facilitate form flexibilities in architectural design have been identified. Furthermore, an integrated life cycle model has been developed to effectively address the interfaces between the design tasks and eventually fulfill the needs of IBS in the design life cycle

Façade material selection criteria for optimising building maintainability

Maintainability of building facilities partially relies on the materials selection as their potential to resist defects from common deterioration, ease maintenance, and minimise maintenance cost can be improved throughout their designed life. Therefore, it is highly critical that during the design stage, scores of material options are identified and analysed for their suitability to achieve maintainability during post construction occupancy. This article identify a set of criteria to evaluate facade materials as to their potential contribution to post construction maintainability in built environment. Ten maintainable façade material selection criteria which is durability, cleanability, material sustainability, compatibility and suitability, health and safety, material economy, material availability, functional performance, thermal performance and acoustical had been identified by using NVIVO and content analysis on 40 selected articles. This initial findings will provide a review on the maintainability attributes that needed during selecting façade material to ensure successful implementation of design maintainabilit

Approach towards an ideal envelope shape design for energy efficiency and low carbon emission

The building envelope shape is the most salient design characteristic and has a significant influence on energy consumption during the post-occupancy service life and carbon emission. However, during the conceptual design phase, envelope shape finding is defined without considering the energy performance during post-occupancy service life and sustainable characteristics (i.e. low carbon emission). In addition, there is no suitable method for designers to make such calculations. To bridge the post-occupancy service life in efficiency, this research developed an ideal envelope shape finding approach to facilitate the conceptual design phase. The steady-state principle has been used to predict the thermal flow and energy impact on the aspect ratio of various shapes, and compactness. Integrated dynamic simulation and particle swarm optimization method were used to identify the optimal and sub-optimal combinations of envelope shapes for energy consumption and carbon emission. The findings of this research provide a benchmark of energy consumption characteristics of envelope shape and a cut-off range for low carbon emission envelope design. This is one of the simplified design approach facelift the conventional design process to predict post-occupancy energy performances and carbon emission impact

A generic model for effective implementation of empowerment in construction contractor organisations

A thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of Doctor of PhilosophyThis study addresses reengineering of UK construction (contracting) organisations for continuous business improvement, by the use of the concept of empowerment. The In aim of this research is to develop an implementation model, along with a best practice framework, to assist construction organisations in effectively implementing empowerment. This also includes identification of 'efficacy' information and their flow between various business participants (employees). Initial investigations, including literature search and questionnaire survey within leading UK construction and manufacturing companies identified and subsequently confirmed sixty two key empowerment activities attributed to nine major elements. The nine major elements are: leadership; empowerment system; resources development; involvement; education and training; teamwork; process improvement; performance measurement; and recognition. This indicates that the modem empowerment concept is no longer a domain of simply Participation in Decision Making (PDM) and 'delegation of authority. In addition, it includes several areas of the business as above. Analysis of the survey also developed an activity model along with an Empowerment Implementation Profile, using which companies can benchmark their implementation efforts. Having confirmed the basic constructs (elements and activities) of empowerment implementation, three of the major UK construction companies, who had pioneered with empowerment were studied in detail as to how to effectively implement empowerment in construction organisations. Using Structured Data Analysis (SDA) techniques, the current system 's of these three organisations were studied separately and subsequently, a generic model (along with a best practice framework) was developed. Ile SDA techniques also helped to identify and map the flow of efficacy information which is critical in the implementation of empowerment. Case studies also revealed that there has been a correlation between empowerment implementation and Strategic and Operational business performance improvement. Finally, a detailed feasibility study conducted amongst some of the leading construction companies confirmed that the model is technically, economically, and socially feasible to be applied to different types of construction companies

The development and evaluation of best practices for the client's representative

Current literature and recent research findings have indicated that traditional management systems practised in the construction industry have encouraged poor communications, poor design, lack of buildability, and increased conflicts and disputes between participants. The results of these problems have manifested themselves in cost overruns, projects being not completed on schedule, and poor quality. The reasons for the frequent occurrence of these problems may well be lack of teamwork, poor co-ordination, and poor communications between participants. There has recently been widespread recognition in the construction industry that TQM would help to solve some of these problems. [Continues.

Formulation of best practices for owner's representatives

Quality and productivity in construction could be achievable if the parties involved in the process identify and apply the relevant best practices to their business processes. This seeks the owner's/client's involvement in and commitment to adopting the industry's best practices into the business/project. To provide the owner/owner's representative with appropriate tasks and directions for improving quality and productivity in construction projects, research by Jawaharnesan and Price identified twelve important tasks to be performed by the owner's representative. The tasks were: preparing and organizing; developing project definition; procurement; organizing a joint management team; design management; safety management; measuring and reviewing performance; communications; motivation; coordination; documentation; and project postmortem. A survey of 38 of the major U.K. construction (owner) organizations coupled with interviews and literature review have evolved best practices to effectively perform each of the preceding tasks to achieve quality in construction. This paper evaluates these practices for their importance in improving the performance of the owner's representativ

Radical process improvement through Total Quality Management

Radical process improvement through Total Quality Managemen

Assessment of the role of the client's representative for quality improvement

Several international studies have perceived the UK construction industry as less productive than those of the other progressive nations. Moreover, many UK construction clients have expressed dissatisfaction regarding the delivery of the completed projects, the quality of service and the predictability of cost. In order to address these problems, client-led innovation in construction projects has been emphasized by Sir Michael Latham's report Constructing the Team . The quality of the service that the client receives depends partly on the client's own involvement in the project. This will require the client to take a positive approach to promoting continuous improvement to all work situations. The traditional role of the client's representative varies from one of simply designing to the full monitoring of the project. It may also include project management activities such as planning, scheduling, coordinating and motivating. In total quality management (TQM) the administrative tasks of the client's representative include many aspects already addressed under traditional arrangements. However, current literature suggests that confusion exists over the involvement and participation of the client's representative when TQM is adopted in construction projects. To address this problem, research was conducted to identify the critical tasks for the client's representative to achieve total quality in construction. The findings also developed relevant best practices to be performed by the client's representative. This paper concentrates on the tasks of the client's representative, and assesses their importance in terms of improving quality in construction

Total Quality Management in construction projects: a conceptual model of teamwork for achieving jobsite quality

Total Quaiity Management (TQM) is a never-ending improvement process aimed at customer satisfaction. It has been successfully applied in the manufacturing industry through a teamwork approach. The manufacturing process is repetitious, the workforce constant, and the environment is such that all parties involved in a process can work together towards a common objective. However, the construction industry is characterised by its one-off nature, where the workforce and processes often vary from project to project. The state of legal independence between participants and their traditional methods of working together are often an obstacle to adopting a team environment. However, these obstacles can be overcome when the partnering concept is introduced in the relationship between various participants. Partnering arrangements can greatly improve the interface between participants, and enable them to establish a Joint Management Team (JMT) that involves all participants in the process. This JMT focuses on operational goals, and co-ordinates all participants to provide support for the various processes. In order to achieve continuous improvement at the construction jobsite, the joint management team focuses on co-ordination and improvement activities, which include: encouragement; training; quality teams; and measuring and reviewing performance. When people and other resources involved in a project are properly managed through the joint management team, total project success becomes possible. This paper discusses the teamwork functions of the JMT for achieving quality at construction jobsite

Towards total quality project delivery: synthesis of the conceptual phase

The notion that the conceptual phase is the prime period in which major decisions are made and influences the success of downstream activities of engineering, construction, handover and maintenance is an established fact. The decision on quality issues should also be perpetuated in the conceptual phase if the final product were to embody one. Furthermore, decision in this phase incur the least cost: a windfall yet to be harnessed. The first important step toward realising this fact is establishing and benchmarking the tasks content of the conceptual phase. The objectives of the paper are to expound the methodology adopted, results and discussions on the establishing and benchmarking of the conceptual phase tasks involving sixty companies throughout Europe. These companies are clients, consultant and contractors covering the whole range in construction industry: building construction, civil engineering and engineering construction