5 영국의 건설사업관리 발전방향 saleem akram 이사(ciob)
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5 영국의 건설사업관리 발전방향 saleem akram 이사(ciob)
- 8. Government Pressure to Change
- 13. The Key Reports
- 19. Rethinking Construction Committed leadership Focus on the customer Product team integration Quality driven agenda Commitment to people Drivers for Change Product development Production of components Project implementation Partnering the supply chain Improving the Project Process Targets for Improvement Capital cost Construction time Predictability Defects Accidents Productivity Turnover & profits - 10 % - 10% +20% -20% -20% +10% +10%
- 20. Committed leadership Focus on the customer Integration of process and team around the project A quality driven agenda Commitment to people Five key drivers
- 21. Partnering the supply chain Components and parts Focus on end products Construction process (elimination of waste) Four key processes
- 22. Reduce capital costs by 10% Reduce construction time by 10% Reduce defects by 20% Reduce accidents by 20% Improve cost and time predictability by 10% Increase productivity by 10% Increase profitability by 10% Seven annual targets
- 26. Functionality optimised and cost reduced through VM/VE Gain share incentive Gain pain incentive to reduce cost through Risk Man & CI Final Target Cost agreed PROJECT STAGES FINAL COST ECC: NEC Standard Form of Contract with gain pain share incentives Construction Phase Inception COST Pre Construction Pricing
- 52. Thank you
Hinweis der Redaktion
- It was the consequences of fragmentation in our industry which Sir Michael Lathem principally examined in his land mark report “Constructing the Team” PUBLISHED IN 1994 We are only realising the impact the impact has had on the industry and the developments rising from it, such the CIB, adjudication. The report rethinking construction, based on the firm foundations of Constructing the team suggested to the DPM the following: Demonstration projects A movement for change The knowledge centre Public sector involvement, facilitated know by m4i via GCCP/LGTF Occasional client via the Clients charter Branded products, Our prisons and Hospitals, Maces Office, Leisure. Airport products, Arups Office
- Committed leadership, from the top committed to, aspiring and driving change through in their organisation and being able to communicate the required operational and cultural changes throughout the organisation A focus of the customer : the customer drives everything, providing what the customer wants, when they want it at a price which reflects the products value to the customer. Activities which do not add value to the customers view point are classified as waste. Integrate the process and the team around the product , where the is no fragmentation
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