Integrated project delivery (IPD) in Malaysian construction industry dealing with waste issue.
INTRODUCTIONThe construction industry in Malaysia is currently facing many challenges, mostly related to the process inefficiency and cost ineffectiveness. This could be due to the traditional construction process that being condemned by many scholars with numerous problems and issues. The traditional construction process comprises of the tendering process, designing, constructing and handing over the of the building to the end users. In between these processes, there are some barriers that are decreasing the efficiency of the project. The inefficiency in the project can cause the waste problem in the construction. Waste in construction can be defined as the any incident of the material loses and execution of unnecessary work, which generate additional cost no value added to the product [1]. In this paper waste can be defined as the inefficiency of the construction processes, including the usage of material, time, labour and equipment. To be more precise, waste is the expenditure of effort of the using-up of the resource without any value [2]. Waste can be divided into two categories; unavoidable waste (waste by nature), and avoidable waste (waste by human) [3]. Construction waste can be categorized into two clusters; physical waste and non-physical waste [4].
Figure 1 shows the category of construction waste, this paper will discuss how IPD can generally reduce both of the physical and non-physical wastes in the construction in the following section.
Issues:
Waste can be generated in many ways. In general, there are three types of waste in construction projects; material waste, time overrun and cost overrun [5]. All in all of these three factors will lead to profit losses in the project. That being said, these wastes can mostly be reduced or can be reused in the same project or in another project. IPD could solve most of this issue by implementing nine IPD principals in the construction projects. The American Institute of Architects of California Council line up the nine principles of IPD [6]
Method:
Based on a literature study, this paper will discuss the nine IPD principles to overcome the problems in construction generally focusing on how IPD can reduce waste, where IPD can minimize the cost and maximizing the value of the construction. This IPD will eliminate the barriers in between the people in the construction project.
Discussion:
It is only logical that the bigger construction project creates more waste, and this waste will create more losses in terms of cost, time and other physical waste. In some developed countries in Africa, it is estimated that 40% of construction waste is from rework, 30 to 40% labour and 20 to 25% waste from materials [7]. In Hong Kong, 5 to 10% of building materials will end up as waste [8]. In many countries, waste factor contributes to increasing wasteland congestion and most of the waste will not easily degrade in a short term. Figure 3 shows a classification of waste in construction projects.
According to AIA (2012), the use of IPD in a construction project is capable of reducing waste. The nine IPD principles serve as a guideline in ways that the construction team can interact in order to reduce construction wastes. Table 1 below indicates how the IPD principles can be assimilated into current construction processes that lead to project efficiency and minimizing waste.
From Table 1, it can be seen that by applying the principles of IPD, the interaction of the construction team within the project can lead to reducing the physical and non-physical waste during the construction process. Therefore, the value and efficiency of construction processes can be maximized, as well as reducing the adverse relational problems that is often mentioned in the construction industry in the long run.
Summary:
IPD must be followed through with discipline and punctuality of every party in the construction team or otherwise the system will fail to achieve the promising targets. Integrated project delivery must be initiated in the early phases of project planning, way before the drawings are confirmed for the project. With commitment from owners, architects, engineers, contractors, subcontractors, suppliers and financiers, and continuous effort to IPD from the planning phase to the closing phase, efficiency and cost effectiveness in construction projects will be achieved which leads to minimization in construction wastes.
REFERENCES
[1] Koskela, L., 1992. Application of the New Production Philosophy to Construction. CIFE Technical Report No.72, Stanford University, Calif, USA.
[2] Macomber, H. and G. Howell, 2004. Two Great Wastes in Organizations. Proceedings of the 12th Annual Conference of the International Group for Lean Construction IGLC-12, August, Denmark.
[3] Formoso, C.T., E.L. Isatto and E.H. Hirota, 1999. Method for Waste Control in the Building Industry. Proceedings of the Seventh Annual Conference of the International Group for Lean Construction IGLC-7, University of California, Berkeley, CA, USA.
[4] Nagapan, S., A.R. Ismail and A. Asmi, 2011. A Review of Construction Waste Cause Factors. Proceedings of the Asian Conference of Real Estate: Sustainable Growth Managing Challenges (ACRE), Johor, Malaysia.
[5] Nagapan, S., A.R. Ismail, A. Asmi, A.H. Memon and I. Latif, 2012. Issues on Construction Waste: The Need for Sustainable Waste Management. IEEE Colloquium on Humanities, Science & Engineering Research. 978-1-4673-4617-7/12/ pp 325-330.
[6] AIA California Council, 2010. Integrated Project Delivery: Case Studies. Sacramento, CA: AIA - California Council.
[7] Data, M., 2000. Challenges Facing the Construction Industry in Developing Countries, Proceeding of 2nd International Conference of Construction in Developing Countries, 15- 17 November, Gabarone, Botswana.
[8] Poon, C.S., T.W. Yu and L.H. Ng, 2001. A Guide for Managing and Minimizing Building and Demolition Waste. The Hong Kong Polytechnic University.
[9] Nifa, F.A.A., M.N.M. Nawi and S.A. Rahim, 2014. An IPD Framework for Sustainable Design in UUM Campus Development. Proceedings of IEEE 1st International Symposium on Technology Management and Emerging Technologies. 978-1-4799-3703-5/14/pp 291-294.
[10] Nifa, F.A.A and V. Ahmed, 2014. Process Innovation in Partnering: A Framework for Aligning Organizational Cultures in the Malaysian Construction Industry. Proceedings of IEEE International Conference on Managing of Innovation and Technologym 978-1-4799-5529-9/14/pp: 442-447.
(1) Syukran Abdul Rahim, (2) Faizatul Akmar Abdul Nifa and (3) Mohd Nasrun Mohd Nawi
(1,2,3) School of Technology Management and Logistic, College of Business, Universiti Utara Malaysia, Sintok, Kedah, Malaysia
ARTICLE INFO
Article history:
Received 12 October 2014
Received in revised form 26 December 2014
Accepted 1 January 2015
Available online 17 February 2015
Corresponding Author: SYUKRAN Abdul Rahim, School of Technology Management and Logistic, College of Business, Universiti Utara Malaysia, Sintok, Kedah, Malaysia.
E-mail: syukranrahim@gmail.com
Table 1: The effects of IPD Principles in Construction
Processes [9], [10]
IPD Principles Effect to the Reduce/Avoid
construction
Open communication Communication flow Reduce
without barriers, misunderstanding and
everybody can talk wrong timing
to anyone and get
the information
Mutual respect Each party in the Avoid delays,
construction project problem, mistake,
understands and wrong specification
respect each other's
capability and
inability
Collaborative All decisions made Reduce inaccurate
decision making by everyone in the specifications,,
early stage of design, material and
planning about every design changing
part of construction
Intensified planning Everybody aware and Idle time reduce,
ready to face the reduce shortage of
problem that might material, equipment
happen, supply and labour
arrives on time
Early goal definition Goal been set in Avoid delay, rework,
early planning, idle time and other
everyone knows what mistake
and when to start
their job on time
Multi party agreement Each party in the Reduce
team agreed to take misunderstanding,
responsibility in wrong job
the construction specification,
project punctuality
timing and job to be
done
Shared risk and reward Everyone responsible Reduce mistake,
to any problem in wrong tools and
construction and equipment
earn reward for the
success
Early involvement of Key participants Reduce wrong timing,
key participant involve in the delay, overuse or
project planning under use of
process and plan the manpower and
action shortage
Organization and The construction Reduce item loss,
leadership process more late decision,
organized lead by equipment shortage
champion
(construction
manager)
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| Author: | Rahim, Syukran Abdul; Nifa, Faizatul Akmar Abdul; Nawi, Nasrun Mohd |
|---|---|
| Publication: | Advances in Environmental Biology |
| Article Type: | Report |
| Geographic Code: | 9MALA |
| Date: | Mar 1, 2015 |
| Words: | 1335 |
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