| 1. |
- Adam, Abderisak, 1988, et al.
(författare)
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Developing Capabilities for Public Construction Clients
- 2014
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Ingår i: Proceedings of the 19th International Symposium on the Advancement of Construction Management and Real Estate, 7-9 Nov 2014, Chongqing.
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Konferensbidrag (refereegranskat)abstract
- Clients in the public sector face a large number of challenges in designing, procur-ing and managing major construction projects in a manner that is conducive to the organization’s overall goals. The role of the client in bringing about successful project completion has more recently been emphasized with a growing number of studies focusing on developing dynamic client capabilities that facilitate the han-dling of a project through all of its different phases. Though the capabilities of the client carries immense importance in all con-struction projects, the importance is further exacerbated by the sheer scale of the projects involved in major construction projects, a development which has prompted governmental agencies to inquire into ways to improve processes in the client organization. To address such inquiries, this paper which is based on a literature review, ex-plores the types of dynamic capabilities that emerge with respect to public con-struction clients and in particular, if and how a specific client capability influences a specific project outcome. The mapping of capabilities constitutes a theoretical foundation for a forthcoming empirical study on the same topic.
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| 2. |
- Adam, Abderisak, 1988, et al.
(författare)
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Implications of cost overruns and time delays on major public construction projects
- 2014
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Ingår i: Proceedings of the 19th International Symposium on the Advancement of Construction Management and Real Estate, 7-9 Nov 2014, Chongqing.
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Konferensbidrag (refereegranskat)abstract
- For decades, the construction industry has been characterized by costs exceeding budgetary limits and completion times reaching further than what was set out ini-tially. This has been particularly noticeable for large public construction projects where cost overruns and time delays have long been regarded a common occur-rence. Due to the magnitude and frequency of these overruns, they have come to pose a significant financial risk to both clients and contractors, in addition to the impact exerted on the sustainability of the project. In dealing with this, researchers, auditors and practitioners have suggested a broad range of solutions, ranging from technical and economical to psychological and political approaches. In doing so, the contractor’s role has been emphasized whereas the role of the client organization has often been overlooked. This paper which is based on a literature review investigates the occurrence of and the expla-nations for cost overruns and time delays in major construction projects from the public client’s perspective. It also explores the implications of cost overruns and time delays; the purpose of which is to offer an extended understanding of the re-lationship between the client’s actions and effects on cost, time and sustainability parameters.
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| 3. |
- Dahl, Jonathan, 1990, et al.
(författare)
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Managers and craftsmen perceptions of operational strategies based on lean philosophy: The case of a large Swedish construction company
- 2014
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Ingår i: Proceedings of The 19th International Symposium on the Advancement of Construction Management and Real Estate, 7-9 Nov 2014, Chongqing.
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Konferensbidrag (refereegranskat)abstract
- Organisations implement operational strategies in order to develop and stay competitive in a changing business environment. However, the strategy needs to be anchored and understood by the employees in order to become successful on a long-term basis. This paper is based on a case study of a large construction company specialised in new construction of multi-dwelling buildings. Five years ago, the company initiated Structured Production, which is an operational strategy based on lean philosophy. The aim of the paper is to identify how middle managers, lower managers and craftsmen perceive how operational strategies is implemented in the company. First, the strategy and the rational behind the decision to implement the strategy is presented. This section is based on document analysis as well as on interviews with upper managers in the company. Then, middle managers, lower managers and craftsmen’ perceptions of the strategy is presented. This section is based on a questionnaire study made 2014. The study shows that the strategy is perceived to focus on structuring and standardising products and processes, while less focus is on the organisation and its members.
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| 4. |
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| 5. |
- Josephson, Per-Erik, 1960, et al.
(författare)
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The use and non-use of time in new construction of residential buildings: the case of Sweden
- 2014
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Ingår i: Proceedings of the 17th International Symposium on Advancement of Construction Management and Real Estate (CRIOCM 2012). - Berlin, Heidelberg : Springer Berlin Heidelberg. ; , s. 635-642
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Konferensbidrag (refereegranskat)abstract
- There is a continuous debate on costs in construction. Customers are complaining on the high costs, while suppliers are focusing on cutting costs. Experiences from successful companies in other industries show another logical way for lowering costs. By prioritizing reduction of errors and other disturbances there is easier to foresee the processes as well as benchmarking processes in order to shorten lead-times. Shorter lead-times lead to lower costs. While costs, defects and delays are discussed among academics, the use of available time seems to be less covered in research papers. This paper aims to describe how time is used and not used in construction. Examples from Swedish construction are given. Some examples from Chinese construction projects are given as a benchmark. One perspective on how time is used concerns lead-times from briefing to final delivery. A second perspective concerns the fact that work is only going on 40 hours a week. A third perspective concerns to what extent resources, here human resources and equipment, are used. The main argument is to focus more on the use and non-use of time as a way to improve construction.
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| 6. |
- Josephson, Per-Erik, 1960, et al.
(författare)
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Use and non-use of time in new construction of multi-dwelling buildings in Sweden
- 2014
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Ingår i: International Journal of Construction Management. - : Informa UK Limited. - 1562-3599 .- 2331-2327. ; 14:1, s. 37-46
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Tidskriftsartikel (refereegranskat)abstract
- The aim of this paper is to contribute to the understanding of efficiency in value chains in new construction of multi-dwelling buildings in Sweden by giving three perspectives on how time is used and not used. One perspective concerns lead-times from the start of briefing to final delivery. A second perspective concerns the fact that work in most projects goes on 40 out of 168 hours per week. A third perspective concerns to what extent resources, here human resources, are used. Inspired by value chain thinking, value stream analysis and lean thinking the analyses show major losses in construction processes and large variations in lead-times. It is recommended that time get more attention in initiatives for improving construction.
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| 7. |
- Karlsson, Tobias, 1984, et al.
(författare)
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Tools to prevent waste in material flow in housing projects
- 2014
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Ingår i: Proceedings of the 17th International Symposium on Advancement of Construction Management and Real Estate (CRIOCM 2012). - Berlin, Heidelberg : Springer Berlin Heidelberg. ; , s. 757-768
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Konferensbidrag (refereegranskat)abstract
- There is a lack of apartments in major Scandinavian cities. At the same time, there is a general opinion in media that the costs for housing production are too high. Studies indicate that waste, in the lean perspective, is in the range of 30-35% of the project cost, excluding costs for land. Among initiatives for reducing waste are tools to prevent waste in material flows. This paper presents a case study in which a logistics company, a medium-sized contractor and a material supplier collaborated to develop tools for improving the material flow on the construction site. Initially, nine tools used for preventing waste in material flow is presented; logistic analysis, demand profile, process map, specifications for building hoist, delivery plan, responsibility during material handling, location in apartments, quantification of materials and control of deliveries. Then, each tool is evaluated concerning what kind of waste is reduced. Examples from a residential building project with 163 apartments are given. The costs associated with enhanced material logistics in this specific project were approximately SEK 130 per m2, which is equal to RMB 115 per m2. This covers the enhanced handling of 80% of the materials. It’s expected within the case project that enhanced logistics with support by the nine tools has a potential of giving a 2-5 times return on the investment. The conclusion is that material logistics requires good planning and structure in order to be effective and succeed in minimizing waste.
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