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AbstractThis book breaks new ground by creating a framework to understand clients' actions and needs. Most construction management books focus on improving the construction process; this one focuses on a better engagement with the client. It challenges conceptions of both the construction industry and clients' businesses so that a more effective process and greater client satisfaction can be achieved. The book suggests that 'buildings are not about building but about changing and developing the client'. The technical, organisational and psychological aspects of this are described and analysed in detail so that current experience can be explained and better practice determined. The book offers well-researched information about clients in a number of sectors - developers, supermarkets, NHS, government, airports and housing associations - which will help you understand what these client's business or service needs are and how construction fits into this. It demonstrates how to develop an appreciation of the client's perspective with a toolkit for ensuring successful client engagement. This makes Understanding the Construction Client a user-friendly and practical guide, as well as significant text for academia. (Blackwell Publishing)
DescriptionThis book is based on research supported by the Construction Clients' Group (Constructing Excellence), the current leading construction client forum in the UK, who have formally launched it.
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A Framework for Utilising Lean Construction Strategies to Promote Safety on Construction SitesSuresh, Subashini; Bashir, Abubakar Muhammad (University of Wolverhampton, 2013-06)The poor safety situation in the United Kingdom (UK) construction industry and its adverse socio-economic record are well documented in the existing literature. The application of Lean Construction techniques has been proposed as an effective strategy to address accidents on construction sites, a major safety concern in the construction industry. However, examination of the relationship between Lean Construction techniques and safety issues has been marginal. This study explores this relationship with the aim of developing a framework for using Lean Construction techniques to promote safety on UK construction sites. A framework was initially devised based on a synthesis of the literature and further refined based on findings from interviews held with 10 Lean Construction practitioners on antecedents of Lean Construction techniques and safety issues. In order to develop and confirm the framework, data was collected from practicing Lean Construction organisations using a questionnaire survey and analysed using descriptive statistics, inferential statistics and inter-rater agreement statistical test to examine the pattern and extent of the relationships. The study found a total of thirty-eight (38) relationships between Lean Construction techniques and safety issues. These relationships are mainly positive in nature in that they demonstrate path to improvement in safety on construction sites. They show which techniques could be used to address the relevant safety issue. Furthermore, it was established that the application of Lean Construction techniques on construction sites can be impeded by challenges such as: lack of Lean Construction knowledge, complexity, misconception about Lean and difficulties in changing employees’ working culture. The study identified strategies that could be used to address these challenges. These include enlightenment on benefits of Lean practice, publication of improvements realised from Lean practice, training, workers’ involvement and empowerment, persistence, robust planning and gradual step-by-step implementation. The study, therefore, concludes that Lean Construction techniques have positive relationships with safety issues on construction sites in the UK and on the basis of the relationships develops an integrated framework to guide application of the techniques by contracting organisations in promoting safety. The study makes a number of recommendations including the incorporation of Lean Construction practice into government health and safety initiatives, regulations and policies, and identifies areas for further research.
IGR Report: The Virtual Construction Site: A Decision Support System for Construction Planning (Award Numbers GR/N 00890; 00876; 00906)Dawood, N.; Heesom, David; Winch, G.; Penn, A. (EPSRC (Engineering and Physical Sciences Research Council), 2002)The software was a direct outcome of the collaborative EPSRC 'Virtual Construction Site - VirCon' project involving UCL, UMIST, Teesside and Wolverhampton Universities and several industrial collaborators. The software provides a platform for current research and knowledge transfer activities through the West Midlands Centre for Construction Excellence and has directly informed the development of the '3-Centre' collaborative visualisation system which provides support to numerous construction companies.
AN INVESTIGATION INTO THE IMPLEMENTATION OF THE CONSTRUCTION (DESIGN AND MANAGEMENT) REGULATIONS IN THE CONSTRUCTION INDUSTRYMzyece, Dingayo (2015-01)The European Union (EU), in 1992, issued the Temporary or Mobile Construction Sites (TMCS) Directive, which requires EU members to introduce specific law to improve health and safety (H&S) performance outcomes by placing specific duties on key stakeholders. This Directive led to the introduction of the first Construction (Design and Management) (CDM) Regulations in the UK construction industry on 31 March 1995 and since their introduction, the overall performance of construction H&S has improved gradually. However, despite this positive outlook, there are still significant concerns surrounding the implementation of the CDM Regulations, a subject on which empirical research has been very scanty. It is against such a background that this study investigates the practical implementation of the CDM Regulations and extends current knowledge and understanding, and develops a framework for appropriate remedial action by industry. The research method involved a thorough critical review of literature, semi-structured interviews, and two postal questionnaire surveys, using as research informants, practitioners with experience of the Designer, CDM Coordinator (CDM-C), and Principal Contractor (PC) roles under the CDM Regulations. Primary data were collected and analysed from in-depth interviews with six organisations purposively selected based on their construction design expertise and 122 questionnaires returned in total. The finding regarding lack of collaborative working amongst duty holders is a significant outcome of this study; a requirement expressed explicitly within the CDM Regulations, yet questionable in terms of its implementation. Further, the study reveals a number of statistically significant correlations between the extent of discharge of duties and their perceived degree of importance. However, the strength of the majority of these correlations is weak. In particular, the evidence indicates that 50% of the duties of the CDM-C are misaligned in terms of extent of discharge and perceived degree of importance, whereas 25% of the PC duties are also misaligned. This signals a lack of understanding regarding the importance of duties, towards achieving improved H&S management. Surprisingly, a comparison between extent of discharge of duties and their perceived degree of difficulty reveals that all the duties of the PC are statistically significant, meaning that the perceived degree of difficulty does not impede their extent of discharge. While 90% of the CDM-C duties are also statistically significant, again the same interpretation applies. Further, a consensus reached by Designers supports the view that CDM-Cs provide insufficient input throughout the planning and construction phase, raising doubt as to whether the duty holder is fit for purpose. Overall, the results confirm that interdependent working of duty holders is still a challenge, demonstrated by the Designer duty to ensure appointment of the CDM-C (Regulation 18(1)), the CDM-C duty to ensure Designers comply with their duties (Regulation 20(2)(c)), and the PC duty to liaise with the CDM-C and Designer (Regulation 22(1)(b)). Three recurring themes emerge from the results, that is: (i) collaboration, (ii) accountability and compliance, and (iii) facilitation, which in turn inform the remedial action framework comprising 13 remedial actions and 8 change drivers. Validation of the remedial action framework by 15 study participants reveals that, at least 10 remedial actions and 7 change drivers are considered likely to improve CDM implementation. The top three remedial actions are: (i) ensuring adequate arrangements for coordination of H&S measures; (ii) including provisions within the regulations specifying the stages for the appointment of duty holders; and (iii) amending the ACoP to provide guidance on determining what resources are adequate for a particular project. Whereas, the top three change drivers are: (i) management leadership; (ii) the proactive participation of duty holders; and (iii) training to equip duty holders with sufficient knowledge on provision of timely and adequate preconstruction information. Based on these outcomes, conclusions, recommendations, and further areas of research are drawn.