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A construction productivity magazine Issue 2

Need funding for technology adoption? Consider MechCExperts endorse Construction Productivity Framework

BIM for the Precast Industry

P 1 • CEO’s Message

P 2 • BIM for the Precast Industry

P 3 - 4 • In Conversation: Eastern Pretech Group

P 5 - 7 • BCA Leads Delegation to Australia

P 8 - 9 • Experts Endorse Singapore’s Construction Productivity Framework

P 10 - 11 • Interview with Productivity Experts

P 12 • A Learning Journey at The BCA Academy

P 13 -15 • Improving Construction Productivity with MechC

P 16 • Productivity Improvement Project

L.S. Construction, Lian Beng Group

Inside Back Cover • CPCF Courses

Chief Editor: Jeanna Das Sub-editors: Tan Chee Kiat Letchimi PalanisamyAssociate Editor: Peggy Lee Contributors for this issue: Daphne QuekEu Hui LingGrace MuiPeggy LeeSonny AndalisZeng Han Jun

L.S. Construction, Lian Beng Group

Build Smart is published bimonthly by: Building and Construction Authority5 Maxwell Road, #16-00 Tower Block MND Complex Singapore 069110Tel: 6325 7720 Fax: 6325 4800Website: http://www.bca.gov.sg

We would like to hear from you if you would like to share any best practices and latest technologies that could improve construction productivity. Please email us at bca_enquiry@bca.gov.sg

Written permission must be obtained from BCA to reproduce any part of Build Smart.

Printed on environmentally friendly paper

Contents

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CEO’s MessageContentsDear Readers,

We are into the second edition of Build Smart, and we hope that you have found the articles in our inaugural issue useful.

Since then, there has been a flurry of activities such as a BCA-led learning trip to Australia and our inaugural International Panel of Experts (IPE) meetings on construction productivity. We also had the opportunity to brief DPM Teo Chee Hean, Chairman, and members of the National Productivity and Continuing Education Council (NPCEC) on the various manpower development programmes and training framework at BCA Academy for raising construction productivity.

In August, BCA brought together international experts for a four-day intensive discussion to tap on their expertise to review and advise on issues related to raising construction productivity and the use of prefabrication technology. Key local experts were joined by experts from Netherlands, Germany, United Kingdom, United States, Australia, Japan and Hong Kong, highly regarded in the field of design and construction management. More than 70 members from the industry, including our young industry leaders, joined us in the IPE sessions. This being our first IPE on construction productivity, it gave us an insight on how different countries manage construction productivity, and the common challenges we share in terms of effective site management, developing meaningful indicators of productivity and achieving higher degree of integration in the design and construction process. BCA also organised a seminar on Enhancing Construction Productivity, providing an opportunity for more than 200 members from the industry to learn from the experts in their respective speciality areas.

In the same month, BCA and industry members visited developers, builders and construction sites in Melbourne and Sydney. The Australia trip enabled us to meet

building authorities and industry associations there to better understand how they work towards improving their productivity levels. Visits to construction sites and prefabrication factories in Australia gave us an insight on the productive and innovative methods employed in the design and construction process. We also noticed that Building Information Modelling (BIM) and precast were used widely at several developments.

A key takeaway from these visits and exchanges with local and foreign experts is that firms who are willing to try new ways of doing things, are able to deliver projects of high quality and in a productive manner. By being open to leveraging on construction technologies and techniques to appreciating the long term benefits of staff training, companies will be able to strengthen their project management processes, and reap productivity gains in the long run.

I leave you with this quote from Paul J. Meyer that sets the foundation of any successful organisation, “Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort”. We hope, as leaders and key players in the industry, you engage your team as well as the BCA Construction Productivity Centre to see what can be done to upgrade, energise and grow your organisation.

Dr John KeungChief Executive Officer

Issue 2 2010 1

BIM for the Precast Industry “Building Information Modeling, or 3D interactive modeling, has the

potential to accurately capture every element involved in producing precast and promises to significantly decrease design time.”

Introduction The concept of BIM (Building Information Modeling) describes an integrated, end-to-end process for the design, construction and operation of buildings. Technology creates the basis to convey consistent information to all parties involved in the process in a timely fashion. This allows building professionals to gain insights into the building’s performance through digital simulation, coordination and optimisation.

To date, the use of BIM in construction has gained momentum in US and Europe. BIM for the precast concrete industry is expected to pick up momentum too because it fits in very well with the integrated nature of the precast design, production, delivery and assembly process.

Change ManagementBIM has many benefits over 2D computer-aided drafting (CAD). It also represents a paradigm shift from the existing practices. Companies that are keen to adopt the technology should prepare themselves for the transition. Their adoption plan should cover the selection of BIM software, understanding the scope of after sales support, staff training, reviewing of existing engineering and production workflow and finally setting up of the company’s library of standard precast elements. A pilot project would also be useful to enable the company to assess the appropriate BIM technology to be adopted.

A precast building can involve a number of trades besides structural considerations. For example, mechanical and electrical ductworks can be designed to either run through or adjacent to the precast elements. BIM, or 3D interactive modeling, makes it easy for the various trades involved in a project to visualise and coordinate their design and installation considerations early in the design stage to avoid any unnecessary conflict during the construction stage.

A number of benefits have been reported by the early adopters:

• Ability to visualise and eliminate clashes and congestion of rebar placement

• Ability to coordinate all trades in a virtual environment prior to construction

• Ability to integrate BIM with Enterprise Resource Planning System (ERP) to streamline the entire workflow from sales, bidding, cost estimation and conceptual design to detailing, fabrication and erection

• Ability to plan for the required temporary steel support structure during the erection process

• Ability to create consistent drawings from the model automatically

2 Issue 2 2010

Build Smart talks to Eastern Pretech Group, a specialist manufacturer of precast concrete components, premixed plasters and mortars, and prefabricated unit bathrooms.

In Conversation:

Debbie Tan, CEO, Eastern Pretech Group

Eastern Pretech GroupWhat type of precast component does Eastern Pretech manufacture?

Eastern Pretech manufactures mainly precast concrete structural components for building works. Our core products are precast prestressed hollow core slab, column, beam, wall and plank. In addition, we also make complementary products such as staircase, bay window and others so that we can supply a full suite of products to our customers. In our Malaysian and UAE operations, we supply infrastructural works such as bridge beams, tunnel segments and railway sleepers.

Using precast components is often perceived to be costly. What are the advantages of using precast?

Some of the advantages include faster construction, better quality, higher site productivity as well as less noise and pollution. We also encountered less wet trades and wastages. A covered plant also provides a better working environment.

Precast system is perceived to be more costly because most builders are more familiar with in-situ construction, hence they tend to be more comfortable with in-situ pricing. As for precast system pricing, builders tend to be more cautious and adopt add-on or cost plus approach. This results in a higher price.

Each builder has his core competency. Some find the precast system expensive while others prefer it as they are more aware of the tangible and intangible benefits of the precast system.

Precast components sometimes require an increase in the lifting capacity of the site. As a result, will the cost of precast components increase?

The total weight of the concrete structure to be lifted in a precast system is similar to that of the cast-in-situ system. In fact, there are very few lifts of formwork, if any, for the precast system. In general, I do not think there is a cost difference though the unit rate for the higher capacity cranes may be higher for precast system. But lifting heavier components means fewer lifts and faster construction, neutralising the higher usage rate for heavy crane.

Site storage is one of the major concerns of contractors. How does Eastern Pretech work with builders to achieve Just in Time (JIT) delivery?

As a precast concrete manufacturer, we handle 15 to 25 jobs simultaneously. We overcome storage challenges by manufacturing the required precast elements two to three weeks prior to delivery. This ensures a continued supply in the event of production disruptions such as plant breakdown or shortage of raw materials.

We also work closely with the contractor gathering regular feedback on the actual site requirements so that production rate is adjusted to meet the optimal production and stock volume for each project. This balance is critical as we manufacture customised products that are not interchangeable between projects.

Some builders are concerned about precast output lagging behind the project schedule. How do you ensure that the output and project schedule match?

The key to a successful precast project implementation relies heavily on planning. As precast components are cast prior to site requirements, it requires upfront planning for shop drawings preparation, mould procurement, M&E cast-in-items, openings, casting sequence, etc. The builder plays a critical role in issuing an overall construction sequence and programme as well as co-ordination amongst the different disciplines so that all the required information is available for the precaster to proceed with the production work.

Hollow core slabs ready for delivery

Issue 2 2010 �

In your view, what can be done to upgrade the precast industry further?

To upgrade the precast industry, we need a continual supply of structural engineers and technicians well trained in the precast trade. I would suggest that Precast Concrete Design and Construction be taught in-depth as a subject at the tertiary level so that our future engineers and technicians would be equipped with sound knowledge and understanding of the trade.

The precast industry is not a stand-alone entity but a member of the construction community. Besides adopting technology and training to enhance our work processes and workforce, assistance from the community will help to improve our overall productivity. One of our major challenges is the multiple revision of drawings and construction programmes that result in unproductive and abortive works.

I would like to see precasters continue to upgrade and enhance their knowledge. With support from the construction community and government agencies, the precast system will be widely adopted as a safe, productive and economical building solution.

Depending on the size and complexity of the project, a lead-time of between one to four months between the award of a precast contract to precast component delivery to site, is required to ensure that precast output meets site demand.

Consultants and owners are concerned about leakage at the precast joints. How can this problem be minimised?

Leakage can occur in both precast and in-situ structures, and is mostly caused by lack of detailing and poor workmanship rather than the structural system itself. The precast system has been in the market for more than 20 years and is more widely used now, hence experienced consultants and better-trained workers will be able address the root cause of the problem.

Is it possible for Eastern Pretech to achieve greater productivity by integrating M&E services with precast components?

It is possible for us to integrate most of the M&E services with precast components if the M&E service information can be made available upfront so that we can make the necessary provision for it in our detailing and mould fabrication.

What is the outlook of precast and prefab in Singapore? Has your company adopted any advanced technologies?

Precast system has always been preferred for tight schedule projects, and projects that require good and consistent quality. Going forward, we foresee that the precast system will be widely used in Singapore. We set up our plant more than 25 years ago, since then we have upgraded our plant and machinery to keep up with the advancement in technology.

In this region, Eastern Pretech is one of the most advanced covered precast plants, with an automated batch and mix plant and automated concrete transport system. We also have the latest version of prestressed hollow-core slab profile, which uses less concrete for equivalent load bearing capacity.

To reduce noise pollution, we use the “soft” instead of “hard” diamond saw blade to cut hollow-core slabs. Also, all our products are individually identified by our in-house developed bar-code system. This certification provides customers with the necessary product data for traceability.

Installation of hollow core slabs onto precast concrete beam and concrete column

Production of hollow core slabs by the extruder machine requires less manpower

� Issue 2 2010

to AustraliaIn August, BCA led a Singapore construction industry delegation to ‘Down Under’, Australia, to join Senior Minister of State, Ms. Grace Fu, with the aim of learning about the construction technologies, good practices, and policies adopted in Australia to improve construction productivity.

The Singapore delegation of industry practitioners and government officers met up with developers, architects, engineering consultants, builders, precasters, prefabricators and other relevant associations in Sydney and Melbourne.

BCA Leads Delegation

CAN’T DO WITHOUT IT: INFORMATION TECHNOLOGYAdoption of Building Information Modelling (BIM)The use of construction IT, e.g. BIM, can be adopted as a collaboration tool to bring together all the project parties along the design and construction value chain. In Australia, BIM is rapidly picking up, and the industry is reaping the benefits of 3D modelling, which integrates the architectural, structural, mechanical and electrical & plumbing (MEP) designs simultaneously. This enables the contractors and project parties to visualise the design better and detect clashes, resulting in time and cost savings.

THE DRIVING FORCE TOWARDS HIGH PRODUCTIVITY IN AUSTRALIAAustralia strives to raise productivity by reducing and optimising labour usage for greater site efficiency. Australia’s labour cost is about 40%-45% of the total project cost and this is a key motivating force for the industry to reduce manpower usage and improve productivity. This has also encouraged industry stakeholders to design with buildability and constructability in mind to bring about shorter construction periods to save on labour and preliminary costs.

Procurement Models with Early Contractor Involvement (ECI)In the Early Contractor Involvement (ECI) procurement approach, the contractor is brought into the project team early during the design development stage to incorporate buildability and constructability considerations. This helps to reduce the risk of subsequent inconsistency, ambiguity and conflict between the design and construction, and thereby improve productivity during the construction.

The Design-and-Construct (D&C, which is a form of ECI) is a common form of contract in Australia. It is a two-stage tendering process used in the evaluation and selection of the contractors. Most of the projects visited by the team were awarded based on the D&C with Guaranteed Maximum Price (GMP) contract. In a GMP contract, the contractor bears the cost overrun while savings are shared between the contractor and developer.

Issue 2 2010 �

Precast concrete wall panel with architectural finishes.

AND THE BUILDINGS GO UP WITH PRECAST SYSTEMS

Precast Concrete Wall Panel With Architectural FinishesThe BCA team visited precast plants, which produce precast concrete facade panels with various unique architectural finishes. By moving architectural trades to the precast factory, the process becomes more productive with improved quality of finishes.

M&E SYSTEM Besides precast, other buildable and constructable systems such as the M&E System, are also commonly used in Australia. At the construction sites, flexible pipings were used in some M&E items:

(i) Flexible pipings were used in the building’s sprinkler system. Approximately 1 metre of flexible hose was installed for the connection between the traditional steel pipings and the sprinkler heads.

(ii) A flexible hose of approximately 1 metre was installed in the air-conditioning system in the building. Rigid and rectangular metal ventilation ducts were used as the main distributing line while flexible ducts were used as branch lines to connect to the air-conditioning ventilation outlets. The use of flexible air ducts as branch ducts for the mechanical ventilation system has been implemented in some of the projects in Singapore.

These systems allowed greater flexibility in changing the position of the outlets on site. In addition, the installation of these systems were much faster than the conventional system. It facilitates more efficient maintenance as the flexible pipes and ducts can be easily dismantled.

ON-SITE PRODUCTIVITY STARTS FROM THE FOUNDATIONStrut-Free Excavation Using Ground Anchors and Secant Pile WallAt the construction site of Darling Walk, a $560 million dollar redevelopment combining commercial office and leisure space, the builder adopted a strut-free earth retaining system to construct four levels of basement about 24 metres deep from the ground level.

The earth retaining system, which was carefully designed with structural safety remaining as the prime consideration by professionals, eliminates the need for struts and king posts, which allows free movement in the excavated area and improves productivity for the basement construction. The use of jet-grouted soft piles are an effective method to cut off ground water due to a high water table (8 metres above the lowest basement) and prevent water leakage through the secant pile wall into the basement.

Strut-free excavation using ground anchors and secant pile wall.

Flexible pipings for the sprinkler system.

� Issue 2 2010

For more information on the Unitised™ Building, please visit www.unitisedbuilding.com

in a factory?

Have you walked through a

fully furnished apartment

BCA and industry delegates had a first-hand account of the makings of the Unitised™ Building system when they visited its assembly factory in Melbourne. It is an Australian invention that breaks a building project into transportable modular units. The apartment modules are steel structure, manufactured and fitted out at assembly factories. The completed modules are then transported to the

construction site and assembled in place.

The UB™ system could shorten construction time significantly as it allows parallel on-site and off-site construction and manufacturing processes. In fact, it has a potential to reduce construction time by more than 6 months compared with the conventional construction method. With the ends in mind, the system is also designed for disassembly which allows for the reuse of building materials.

The team had the opportunity to visit the assembly factory, and found that the workers were operating in a clean and well kept environment. Requiring only few workers for the installation, the staff were knowledgeable and took pride in their work. The units were fitted out to very final details such as cabinets, floorings, lightings.

Construction of the units at the UB factory facility. All units are completed within the factory prior to transportation to site.

Installation of units on the third level. Completed units are transported to site by a low loader truck and lifted into place with a temporary tower crane.

‘Little Hero’ which marks the first completed building with the UB™ system, is a retail, residential development located in the city centre of Melbourne. The development was designed and developed by renowned Australian Architect, Nonda Katsalidis from Fender Katsalidis Architects (Aust) Pty Ltd.

Little Hero is an 8-storey urban living development built on an existing one-basement structure Once used to house a substation, the project comprises a retail podium and 63 residential apartments. The apartments were separated into 7 different types of modules so that it could be manufactured in the UB workshop.

Issue 2 2010 �

BCA held its first International Panel of Experts (IPE) on Construction Productivity & Prefabrication Technology in Singapore from 17 to 20 August this year, where international experts convened and reviewed its approach to raising construction

productivity. Highly regarded in the field of design and construction management; and productive methods such as precast and prefabrication, they were joined by local experts and engaged in discussions to accelerate the momentum in building up a productive, professional and technologically-advanced construction sector.

The experts gave the thumbs up to BCA’s efforts in taking a strong lead to promote productivity improvements for the construction sector, and agreed with the broad direction and five strategic thrusts in BCA’s construction productivity roadmap: (i) Manpower Development(ii) Enhancing Regulatory Framework(iii) Technology Adoption and Capability Building(iv) Encouraging Adoption of Procurement Models that Enhance Productivity and (v) Creating Industry Awareness on Productivity Improvements

EXPERTS ENDORSE SINGAPORE’S CONSTRUCTION PRODUCTIVITY FRAMEWORK

� Issue 2 2010

This being our first IPE on construction productivity, it gave us an insight on how different countries manage construction productivity, and the common challenges we share in terms of effective site management, developing accurate measurement indicators of productivity, achieving higher degree of integration in

design and construction and convincing the industry to dedicate to detailed planning in the construction process. BCA will take all their recommendations into consideration and collaborate closely with the industry, to integrate our efforts to achieving higher productivity”.

- Dr John Keung, IPE Chairman and CEO of BCA

RECOMMENDATIONS FROM THE IPE

Productivity Indicators• Incorporate productivity indicators at the project and trade level to track productivity improvement in the construction industry.

Manpower Development• Retain and upgrade foreign workers who will continue to form the bulk of the construction workforce on site.• A formalised “apprenticeship” programme for locals to help build up their competence and retain them in the industry.

Technology Adoption• Facilitate better integration between designers and contractors through Building Information Modelling (BIM).• Encourage greater industry buy-in by getting public sector projects to take the lead and use BIM in their projects.• Implement a phased approach for the industry to implement BIM.

Industry Awareness • Emphasise on modular coordination within Singapore’s buildability framework with additional buildability points awarded for modularisation within different building types. • Encourage the greater use of precast and prefabrication and consider optimal system construction that incorporates precast, prefabrication, and system formwork.• Raise awareness on the importance of good design and the built environment among the younger generation.

Issue 2 2010 �

MR HERMANN WECKENMANN is the Managing Director of Weckenmann Systems Technology, (Germany) - a world-renowned company in the field of precast concrete production, automation, handling and crushing machines for synthetic products. He studied at the University of Applied Sciences, Constance (Germany) and achieved a Diploma in Mechanical Engineering.

“In order to remain competitive in the industry, it is a continuous effort to raise productivity.”-MR HERMANN WECKENMANN, Managing Director of Weckenmann Systems Technology

Q1. In your opinion, what is a critical element that would lead to the greater adoption of precast? Architects and engineers must adopt the mindset of precast at the design conceptual stage in order to maximise the benefits of a precast building. It is important that the designers build up the capabilities in the design of the precast concrete components.

Those involved in the design and decision making process of a building should have a comprehensive knowledge in the following areas:

Furthermore, to enhance higher precast adoption in a building project, it is recommended or ideal if the buildings are mainly made up of slab and wall system, which are the most efficient components for precast (Flat walls and slabs are popular precast components. They are easier to manufacture and most of the currently available technologies are made for these products).

Q2. How does your company achieve high productivity in the precast production? My staff are also provided with advanced technologies, tools and equipments, and efficient work systems to improve productivity

Q3. How do we enhance the efficiency and quality of the precast industry? For precast production in a plant, I would like to encourage precasters to automate the process. It would be ideal if the precast plant is housed in a multi-storey building as this will optimise land use and work processes. This is especially so in land-scarce Singapore. In addition, there should also be good transportation and logistical support.

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Advantages and disadvantages of general and commonly used precast elements.Availability of different precast components in the local market as well as the capability of the manufacturers;Deliver high quality products in a timely fashion as the process is mechanised/automated.An adequate support of the local precast industry to guarantee a stable and reliable market, this would validate investment for advanced technologies. Possible savings in downstream works: no formwork, full installation, embedded parts/infrastructure, finished surface, less material consumption (i.e. concrete, reinforcement), less waste and reworks, minimised labour usage, higher level of safety, reduced negative impact to the environment (noise, dust, ground contamination etc.)

Interview with Productivity Experts

10 Issue 2 2010

PROF J.N.J.A. VAMBERSKY is a Senior Partner and Managing Director of Corsmit Consulting Engineers and part-time Professor at Delft University of Technology, Faculty of Civil Engineering, Department of Building Engineering in Netherlands.

His professional activities are focused on structural design of buildings, with accent on high-rise buildings and precast concrete. He has contributed to new developments in precast concrete technology and was involved in the structural design of different innovative high-rise precast concrete buildings in the Netherlands and abroad.

Q1. With the current buildability framework, how could we further improve productivity in terms of design? I think modular coordination would help to improve productivity. It is a concept whereby components are dimensional and positioned in basic units or modules to fit into modular grids in buildings, e.g. with main modules of 600mm or 300mm and sub-modules of 100mm. This will enable different building components, such as dry walls and ceiling panels, which are usually designed to such modules, to be easily installed on site. Perhaps, this could be incorporated in Singapore’s buildability framework and points can be allocated for it.

Q2. What are your thoughts on the precast development in Singapore?There is room for much greater adoption of precast construction in Singapore to drive productivity. Greater support should be given to the industry to build a strong precast industry. Nevertheless, precasting is not a universal solution for everything. It is indeed necessary to determine an optimal level for off-site precast, on-site precast and cast-in-situ construction using system formwork as every project is different, with different site conditions, logistics, the availability of resources, and the extent of repetition of components.

Q3. How can we raise awareness in productivity and construction technology?Similar to what is being done in Europe, it would be useful to see how topics related to productivity and construction technology could be incorporated into the education curriculum. Precasting technology and modular coordination could also be included in the education programmes of vocational centres, higher technical schools and technical universities. In addition, competitions could be held for schools to help students develop their interest in engineering and productivity-related topics.

Issue 2 2010 11

Issue 1 2010 12

Senior Minister of State for National Development and Education, Ms Grace

Fu, hosted a visit for members of the National Productivity and Continuing Education Council (NPCEC) at the BCA Academy on 15 October 2010.

DPM and Minister (Defence) Teo Chee Hean, 2nd Minister (Finance and Transport) Mrs Lim Hwee Hua, and Minister of State (Trade & Industry and Manpower) Lim Yi Shyan were part of the delegation who were there to gain a better understanding of the manpower training framework for the construction sector.

The visit kicked off with a presentation on the framework, which covered key measures to raise the productivity and capability of the construction sector. The presentation was highly interactive and educational, with DPM Teo asking many questions along the way about the framework.

In March this year, the Government had introduced a $250 million incentive package to steer the construction sector towards higher productivity and capability building. The Construction Productivity and Capability Fund (CPCF) covers three areas: Workforce Development, Technology Adoption and Capability Development.

The comprehensive training framework falls under the Workforce Development arm. Three prongs support this framework: Co-funding manpower development through upgrading courses and training in the use of technology, skill assessment of workers, as well as scholarships to attract local PMETs to join and lead the sector.

Following a presentation on the framework, the delegation moved on to tour the training facilities of the Academy. The group observed a skill assessment test for electrical wiring trainees and viewed the tower and mobile crane training. These two courses available under the CoreTrade scheme are popular among the locals as this skill commands one of the highest rates in the construction industry.

The tour ended with an overview of Building Information Model (BIM) and crane simulation technology, both of which can improve productivity and cost savings.

Demonstration of a drywall installation.

NPCEC members are intrigued by how BIM works. The technology can be used to demonstrate the entire building life cycle, including the processes of construction and facility operation.

SMS Ms Grace Fu explains more about the manpower training framework to DPM Teo.

A LEARNING JOURNEY AT THE BCA ACADEMY

12 Issue 2 2010

Improving Construction Productivity with MechC

PQ Builders Pte Ltd PQ Builders started out as a small renovation contractor. With 20 years of experience in the construction industry, PQ Builders is now preparing to upgrade to a Grade B2 contractor. As productivity is one of their major business priorities, PQ Builders sees the need to be at the forefront, seeking new technologies and equipment to improve productivity.

To improve on the existing processes and reduce the number of workers, PQ’s Director Mr. Peh decided to make use of the MechC scheme to purchase a scissor lift and a spray paint machine. Such investments in equipment have allowed PQ Builders to remove unnecessary processes and allocate their workers to other productive work, hence enabling them to have an edge over their competitors. Spray painting machine enables the worker to achieve a

smooth finishing while covering a larger area of work in a shorter time.

“SMEs are always short on budget, so they prefer to rent rather than purchase an equipment. Although MechC also caters for the leasing of equipment, we decided to purchase our equipment, as it is cheaper than renting in the long run.”

- Mr. Peh Ke Heam, Director of PQ Builders

To assist and guide the construction industry towards achieving a higher level of productivity, the Building and Construction Authority (BCA) has come up with an array of assistance schemes under

the Construction Productivity and Capability Fund (CPCF). Builders can tap onto these schemes to propel themselves to greater heights of productivity.

Many construction companies have shown great interest in the CPCF; in particular, the Mechanisation Credit (MechC) scheme. The scheme helps construction companies to achieve productivity by defraying the cost of technology adoption. Find out how three construction companies leveraged on the CPCF to overcome challenges in their productivity journeys, and how these schemes have helped in achieving their goals.

Using a scissor lift removes the need for erecting and disassembling scaffolding as well as cuts down the movement of workers.

Issue 2 2010 1�

Conventional Method of Pipe CuttingConventional method of producing a metal pipe for commercial purposes consists of several processes. Depending on the volume of work, workers can spend days to weeks to complete the entire fashioning process. Compared to the CNC pipe profiling machine, the conventional method of working is very time consuming and tedious.

Improved method through CNC Pipe Profiling Machine

Kong Hwee Iron Works and Construction Pte LtdSince the early 1960s, Kong Hwee Iron Works and Construction has steadily progressed and firmly established themselves as a specialist in steelworks, undertaking various complex projects. The company places a strong emphasis on enhancing the quality of their works to maintain their edge in a highly competitive steel fabricating industry.

The CNC pipe profile cutting machine can easily cut out any pipe profile. The profile design can be fed to the control panel of the machine and immediately translates into results. The quality of the cut is also much better, compared to the manual way of working.

Kong Hwee Iron Works and Construction was recently awarded a project to produce circular pipes as roof trusses. They were looking for more productive methods of pipe fabrication and when the MechC scheme was launched, they applied and purchased a Computer Numerically Control (CNC) pipe profile cutting machine.

Mr. Tee Swee Huat, Kong Hwee’s Assistant General Manager, commented, “The conventional method is not only slow, it also requires more manpower. The cut profile requires repeated rounds of trimming and grinding to achieve a satisfactory fit-up. This is especially so for complicated joints involving multiple pipes.”

Conventional Method Process:

“The launch of this Construction Productivity and Capability Fund (CPCF) is good news to the industry. We find the MechC scheme under the CPCF to be the most useful as it defrays part of our costs in our journey towards higher productivity and quality.”

- Mr. Tee Swee Huat, Assistant General Manager of Kong Hwee Iron Works and Construction

Management and staff of Kong Hwee

1� Issue 2 2010

Seah Kim Cheok Construction understands the challenges of handling both large and small projects well. Conventional methods of transporting construction materials to higher grounds requires manpower. Such methods are laborious and may not be feasible due to site constraints.

Space constraint further complicates this problem, making material transportation extremely difficult. Many resort to workers carrying these materials to solve the problem but it is hardly productive.

To improve the productivity of their construction projects, Seah Kim Cheok Construction applied for the MechC scheme and invested in a material hoist lift system and a mini skid steer loader.

By leveraging on such technologies, substantial amount of time and effort can be saved and workers can be deployed to carry out other productive work. Combined with proper project management and work allocation planning, the company can concentrate on improving the productivity of their construction team and meet the deliverables on time.

• Easy transportation of construction material to higher levels• Highly maneuverable and can reduce the number of workers on site

• Hoist lift system has the ability to lift materials weighing up to 250kg• Overcome the lack of space in small projects• Easy transportation of construction materials• Reduce the number of workers

Seah Kim Cheok Construction Co. Pte LtdStarted out as a sub-contractor in 1981, Seah Kim Cheok Construction now specialises in projects that require quality workmanship.

Under the leadership of Managing Director, Mr. Seah Sun Hock, the company emphasises on continual improvement by providing quality products. The company was awarded the Certificate Of Merit – Residential Buildings ($1000/m2 & above) BCA Construction Excellence Awards 2000 for their project “Palm Mansions”.

Lift Hoist

Skid Loader

Issue 2 2010 1�

PRODUCTIVITY IMPROVEMENT PROJECT:

L.S. Construction Pte Ltd, a subsidiary of Lian Beng Group Ltd, has seized the opportunity presented by the CPCF schemes to improve their construction capabilities. They are taking their first step towards the adoption of advanced technology in their Productivity Improvement Project (PIP) involving the use of the movable perimeter platform and safety screen system.

LIAN BENG GROUP

Conventional scaffolding with safety net

OTHER ONGOING PRODUCTIVITY IMPROVEMENT PROJECTSThe launch of the PIP scheme, along with the other CPCF schemes in June this year, has encouraged many construction firms to explore and implement productive construction methods in their projects. Apart from Lian Beng Construction, BCA is currently assisting several other companies to tap on the PIP scheme to improve their productivity. Some interesting projects include:- Automate production of precast insulated roofing slabs- Modification of jack-in piling machine for piling in areas with limited working space e.g. near adjacent structures- Development of a spray painting method for the airport runway marking

Movable perimeter platform and safety screen system

“The introduction of the CPCF schemes by BCA has encouraged us to explore ways to re-engineer current construction practices

to improve productivity, and the Productivity Improvement Project has definitely facilitated the implementation of the new system in our building works.” – L.S. Construction

CONVENTIONALThe conventional practice of setting up a perimeter safety net around a high-rise building under construction involves the manual erection of a scaffold structure, followed by the manual attachment of the safety net at the external face of the scaffold. This process is both time-consuming and potentially hazardous. Furthermore, this scaffold structure needs to be constructed to the same finishing height of the building; this means that a lot of scaffolding and screen material is required in tall building projects.

NEWThe movable perimeter platform and safety screen system is a modular system, thereby allowing quicker and less complex installation, as compared to the conventional system. Also, this innovative system spans four vertical tiers corresponding to four storeys of the building, and can be moved up in tandem with the storey-by-storey structural works as building construction progresses, thus cutting down significantly on material usage, and also leaving the completed lower floors neat and tidy.

L.S. CONSTRUCTION,

L.S. Construction applies the following to their work:

1� Issue 2 2010

Ride on the

Construction Productivity and Capability Fund (CPCF) courses

productivity waveby signing up for these courses

BCA Academy Tel: 62489999, Email: bca_academy@bca.gov.sg

Certificate in Interior Finishing Coordination

Certificate in Pavement Construction and Maintenance Certificate in Precast Concrete Construction Supervision Certificate in Waterproofing Supervision Certificate in Building Measurement Certificate in Geotechnical Instrumentation for Supervisors Certificate in Levelling and Setting Out Certificate Course for Structural Steel Supervisors NBQ in Project Supervision Higher NBQ in Project Supervision Advanced NBQ in Project Supervision NBQ in Supervision and Coordination of M&E Works Higher NBQ in Supervision and Coordination of M&E Works Advanced NBQ in Supervision and Coordination of M&E Works NBQ in Operation & Maintenance Higher NBQ in Operation & Maintenance Advanced NBQ in Operation & Maintenance

Contact:

PROVIDES ASSISTANCE TO COMPANIES TO DEFRAY UP TO 50% (S$20,000) OF MACHINERY COST

PROVIDES ASSISTANCE TO COMPANIES TO ENGAGE CONSULTANTS TO ACHIEVE PRODUCTIVITY GAINS

ENCOURAGES COMPANIES TO BUILD UP THEIR WORK PROCESS TO ACHIEVE PRODUCTIVITY GAINS

PROVIDES ASSISTANCE TO COMPANIES TO INCORPORATE BIM INTO THEIR WORK PROCESSES TO OFFER NEW VALUE ADDED SERVICES

MECHANISATION CREDIT

PRODUCTIVITY ENCHANCEMENT VOUCHER

PRODUCTIVITY IMPROVEMENT PROJECTS

BUILDING INFORMATION MODEL FUND

CONSTRUCTION PRODUCTIVITY AND CAPABILITY FUND (CPCF)

FOR MORE INORMATION ON THE INCENTIVE SCHEME UNDER THE CPCFPlease Contact: CPCF Toll-free Hotline: 1800-325 5050

TECHNOLOGY ADOPTION