critical success factor of industrialised building …
TRANSCRIPT
CRITICAL SUCCESS FACTOR OF INDUSTRIALISED BUILDING SYSTEM
(IBS) IMPLEMENTATION IN GOVERNMENT SCHOOL PROJECT
RAIHAN BINTI DZARIF
UNIVERSITI TEKNOLOGI MALAYSIA
DECLARATION OF THESIS / UNDERGRADUATE PROJECT REPORT
Author’s full name : RAIHAN BINTI DZARIF
Date of Birth : 20/12/1995
Title : CRITICAL SUCCESS FACTOR OF INDUSTRIALISED BUILDING SYSTEM (IBS)
IMPLEMENTATION IN GOVERNMENT SCHOOL PROJECT
Academic Session : 2017/2018
I declare that this thesis is classified as:
CONFIDENTIAL (Contains confidential information under the Official
Secret Act 1972)*
RESTRICTED (Contains restricted information as specified by the
organization where research was done)*
OPEN ACCESS I agree that my thesis to be published as online open
access (full text)
I acknowledged that Universiti Teknologi Malaysia reserves the right as follows:
i) The thesis is the property of Universiti Teknologi Malaysia
ii) The Library of Universiti Teknologi Malaysia has the right to make copies for the
purpose of research only.
iii) The Library has the right to make copies of the thesis for academic exchange.
Certified by:
SIGNATURE SIGNATURE OF SUPERVISOR
951220-04-5344
ASSOCIATE PROFESSOR SR. DR. WAN
YUSOFF BIN WAN MAHMOOD
(NEW IC NO/PASSPORT) NAME OF SUPERVISOR
Date: 10th JUNE 2018 Date:
PSZ 19:16 (Pind. 1/07)
NOTES: * If the thesis is CONFIDENTAL or RESTRICTED, please attach with the letter from
the organization with period and reasons for confidentiality or restriction.
UNIVERSITI TEKNOLOGI MALAYSIA
SUPERVISOR’S DECLARATION
“I declare that I have read through this project report and in my opinion this project
report is adequate in terms of scope and quality in the fulfilment of the requirement for
the award of the degree of Bachelor of Quantity Surveying”
Signature : ………………………….........
Name of Supervisor : ASSOCIATE PROFESSOR SR. DR.
WAN YUSOFF BIN WAN MAHMOOD
Date : ………………………………..
Signature : ………………………….........
Name of Second Reader : ASSOCIATE PROFESSOR SR. ABDUL
WAHID BIN KAMARULZAMAN
Date : ………………………………..
CRITICAL SUCCESS FACTOR OF INDUSTRIALISED BUILDING SYSTEM
(IBS) IMPLEMENTATION IN GOVERNMENT SCHOOL PROJECT
RAIHAN BINTI DZARIF
A report submitted in fulfilment of the
requirements for the award of the degree of Bachelor in Quantity Surveying
Faculty of Built Environment
Universiti Teknologi Malaysia
JUNE 2018
ii
RAIHAN BINTI DZARIF
I declare that this thesis entitled “Critical Success Factor of
Industrialised Building System (IBS) Implementation in Government School
Project” is the result of my own research except as cited in the references. The
thesis has not been accepted for any degree and is not concurrently submitted
in candidature of any other degree.
Signature :
: …………………………………
Name :
:
…………………………………
Date :
:
sss………………………………….
10th JUNE 2018
iii
DEDICATION
Thank you to everyone who helped me physically and mentally in completing
this thesis. I couldn’t thank everyone enough.
Thank you to my beloved parents,
Dzarif bin Yaacob and Maizurah binti Idris
For always give me strength to keep me going and believe in me.
Thank you to my lovely siblings;
Hafidz Dzarif, Farhah Dzarif and Naziha Dzarif
For always be there for me.
Thank you to my precious best friends;
Najiha Fauzi, Aisyah Ismail, Nabila Zahid, Nuraina Husna Tamizi,
Zureen Zulaika Ismail, Nur Zulaikha Isa, Hizani Izzati
For always helped me in need.
Thank you to my special one;
Daniel Sharifuddin
For the endless support.
Thank you!
x,
Raihan Dzarif
iv
ACKNOWLEDGEMENT
Firstly, I would like to take this opportunity to thank my supervisor, Associate
Professor Sr. Dr. Wan Yusoff Bin Wan Mahmood who had been sacrificed his
valuable time, provided me the guidance, advice, recommendations and support
throughout the research.
Secondly, I would like to thank to my beloved parents and siblings. Without
them, I would have never been able to achieve this far. In addition, thanks to my
scholarship sponsor, Jabatan Perkhidmatan Awam (JPA). Without their financial
support I would not be able to complete my degree study.
My sincere appreciation also extends to all my dearest colleagues and others
who have provided assistance at various occasions. Their views and tips are useful
indeed. Lastly, I would like to thank to all the respondents who had spent their time on
answering my questionnaires. Thank you so much. May Allah bless you.
v
ABSTRACT
The construction industry is one of the major contributors to Malaysia’s
economic growth and a way to make that keep increasing is by government encourages
the use of IBS. IBS is an evolution of construction using new and innovative
techniques and government school is one the most used IBS for government project
recently due to the short completion of time. However, only 10 percent of 4000
completed government project since 2008 used IBS as their construction method. This
is due to the deficiency of government monitor and incompetence of contractor and
sub-contractor to deliver IBS project. Hence, the research aim is to identify the critical
success factor of IBS implementation in government school project based on
contractors’ and consultants’ perspective. This research focusing on contractor and
consultants that had been involved with IBS for government school in Malaysia. This
is to identify the critical success factor of IBS implementation and analyse, as well as,
rank them which is the most critical and the least critical. Questionnaire were
distributed to collect primary data and it was analysed using frequency analysis and
mean analysis using SPSS version 23.0 and Microsoft Excel. The result shows that
every different construction players have different perspective on the critical success
factor. However, at the end of the findings, the mean score of all construction player
gathered and they agreed that the most critical factor is coordination throughout the
entire project phases. IBS project requires the more precise structure of process
planning and control in order to reduce defects and errors due to accurate IBS design,
manufacture, assembly and another related process therefore, coordination is
important to avoid problems from occur. By assessing these factors, the result could
use as a guideline to improve government school construction performance in the
future.
vi
ABSTRAK
Industri pembinaan merupakan salah satu sumbangan besar kepada
pertumbuhan ekonomi Malaysia dan cara untuk menjadikannya terus meningkat ialah
dengan kerajaan menggalakkan penggunaan IBS. IBS adalah evolusi pembinaan
menggunakan teknik baru dan inovatif dan sekolah kerajaan adalah salah satu projek
kerjaan yang menggunakan IBS yang paling banyak kerana tempoh penyiapan yang
lebih singkat. Walaubagaimanapun, hanya 10 peratus daripada 4000 projek kerajaan
yang telah siap sejak 2008 menggunakan IBS sebagai kaedah pembinaannya. Ini
disebabkan oleh kekurangan monitor kerajaan dan ketidakcekapan kontraktor dan
subkontraktor untuk menyampaikan projek IBS. Oleh itu, penyelidikan ini bertujuan
untuk mengenal pasti faktor kejayaan kritikal pelaksanaan IBS dalam projek sekolah
kerajaan berdasarkan perspektif kontraktor dan perunding. Penyelidikan ini memberi
tumpuan kepada kontraktor dan perunding yang terlibat dengan IBS untuk sekolah
kerajaan di Malaysia. Soal selidik diedarkan untuk mengumpul data primer dan
dianalisis dengan menggunakan analisis frekuensi dan analisis min menggunakan
SPSS version 23.0 dan Microsoft Excel. Hasilnya menunjukkan bahawa setiap personel
binaan mempunyai perspektif yang berbeza mengenai faktor kejayaan kritikal. Walau
bagaimanapun, pada akhir penemuan, skor min untuk semua personel binaan telah
dikumpulkan dan dipersetujui bahawa faktor yang paling kritikal adalah koordinasi
sepanjang keseluruhan fasa projek. Projek IBS memerlukan struktur perancangan dan
kawalan proses yang lebih tepat untuk mengurangkan kecacatan dan kesilapan
disebabkan oleh reka bentuk, pembuatan, pemasangan, penyelarasan dan proses lain
yang berkaitan dengan IBS. Hal ini penting untuk mengelakkan sebarang masalah.
Dengan menilai faktor-faktor ini, hasilnya boleh digunakan sebagai garis panduan
untuk meningkatkan prestasi pembinaan sekolah kerajaan pada masa akan datang.
vii
TABLE OF CONTENTS
CHAPTER TITLE PAGE
DECLARATION ii
DEDICATION iii
ACKNOWLEDGEMENT iv
ABSTRACT v
ABSTRAK vi
TABLE OF CONTENTS vii
LIST OF TABLES xiii
LIST OF FIGURES xv
LIST OF ABBREVIATIONS xvi
LIST OF APENDICES xvii
1 INTRODUCTION 1
1.1 Background Information 1
1.2 Problem Statement 3
1.3 Research Question 6
1.4 Research Objective 6
1.5 Scope and Limitation of Research 7
1.6 Significant of the Research 7
1.7 Research Methodology 8
1.8 Chapter Organization 10
1.8.1 Chapter 1 – Introduction 10
1.8.2 Chapter 2 – Literature Review 10
1.8.3 Chapter 3 – Research Methodology 11
viii
1.8.4 Chapter 4 – Data Collection and
Analysis
11
1.8.5 Chapter 5 – Conclusions and
Suggestions
11
2 LITERATURE REVIEW 12
2.1 Introduction 12
2.2 Industrialised Building System (IBS) 12
2.3 Definition of IBS 13
2.4 Classification of IBS 15
2.4.1 Pre-Cast Concrete Framing, Panel and
Box System
15
2.4.2 Steel Formwork 16
2.4.3 Steel Framing System 16
2.4.4 Prefabricated Timber Framing System 17
2.4.5 Block Work System 18
2.5 Development Timeline of IBS 19
2.6 IBS Component Used in Building in Malaysia 22
2.7 Advantages of IBS 23
2.8 Challenges in Adopting IBS 26
2.9 Strategy Government towards Implementation of
IBS in Malaysia
27
2.10 IBS in Practitioner Perspective 29
2.10.1 Manufacturer 29
2.10.2 Client 30
2.10.3 Consultant 30
2.10.4 Contractor 31
2.11 Critical Success Factor (CSF) 31
2.12 Definition of CSF 32
2.13 CSF of IBS Implementation 34
2.13.1 Effective Communication 35
2.13.2 Management of Supply Chain Logistics 35
2.13.3 Design Standardisation and
Manufacturing Repetition
36
2.13.4 Training and Education 36
ix
2.13.5 Machinery and Equipment 37
2.13.6 Skilled Labour for Site Installation 37
2.13.7 Extensive Planning and Scheduling 38
2.13.8 Top Down Commitment 38
2.13.9 Proper Guideline 39
2.13.10 Team Member Involve During Design
Stage
39
2.13.11 Good Working Collaboration 40
2.13.12 Production 40
2.13.13 Government Policies 41
2.13.14 Continues Improvement and Learning 41
2.13.15 Location of Factory 41
2.13.16 Information and Communication (ICT) 42
2.13.17 Procurement Strategy 42
2.13.18 Direct Top Management 43
2.13.19 Contracting 43
2.13.20 Coordination 43
2.13.21 Experience Workforce and Technical
Capable
44
2.13.22 Knowledge and Awareness in Modular
Construction
44
2.13.23 Size of Factory 45
2.13.24 Safety and Health 45
2.13.25 Experience 46
2.13.26 Quality Assessment and Quality Control 46
2.14 Critical Success Factors by Author 47
2.15 The Theoretical Framework of the Research 48
2.16 Summary 50
3 RESEARCH METHODOLOGY 51
3.1 Introduction 51
3.2 Research Methodology 52
3.3 Research Design 52
3.3.1 Preliminary Planning 53
3.3.2 Preparation of Questionnaire 53
x
3.3.3 Process of Designing Questionnaire
Form
54
3.3.3.1 Questionnaire Form: The
Structure
54
3.3.3.2 Vetting the Questionnaire
Form
56
3.3.3.3 Distributing or Sending Out
the Forms
56
3.3.3.4 Population and Sampling Size 56
3.3.4 Data Collection 57
3.3.5 Data Transferring 57
3.3.6 Data Analysis and Interpretation 58
3.3.6.1 Frequency Tabulation 58
3.3.6.2 Likert’s Scale 60
3.4 Conclusion 63
4 DATA COLLECTION AND ANALYSIS 64
4.1 Introduction 64
4.2 Questionnaire Delivered 65
4.3 Background and Demographic Information 65
4.3.1 Background Information 66
4.3.2 Years of Experience 66
4.4 Experience in IBS Project 67
4.4.1 Respondents’ Awareness in IBS 67
4.4.2 Respondents’ Knowledge in IBS 68
4.4.3 Respondents’ Involvement with IBS 69
4.4.4 Respondents’ Involvement in
Government School That Using IBS
69
4.5 Analysis Objective 1 : The Critical Success Factor
of IBS Implementation in Government School
Project
70
4.5.1 Organization Factor 71
4.5.1.1 Organization Factor by
Contractor
71
4.5.1.2 Organization Factor by
Architect
73
4.5.1.3 Organization Factor by
Quantity Surveyor
75
xi
4.5.1.4 Organization Factor by C&S
Engineer
76
4.5.1.5 Organization Factor by M&E
Engineer
78
4.5.2 Management Factor 79
4.5.2.1 Management Factor by
Contractor
79
4.5.2.2 Management Factor by
Architect
81
4.5.2.3 Management Factor by
Quantity Surveyor
82
4.5.2.4 Management Factor by C&S
Engineer
83
4.5.2.5 Management Factor by M&E
Engineer
85
4.5.3 Technology Factor 85
4.5.3.1 Technology Factor by
Contractor
85
4.5.3.2 Technology Factor by
Architect
86
4.5.3.3 Technology Factor by
Quantity Surveyor
87
4.5.3.4 Technology Factor by C&S
Engineer
88
4.5.3.5 Technology Factor by M&E
Engineer
89
4.5.4 Process Factor 90
4.5.4.1 Process Factor by Contractor 90
4.5.4.2 Process Factor by Architect 91
4.5.4.3 Process Factor by Quantity
Surveyor
92
4.5.4.4 Process Factor by C&S
Engineer
92
4.5.4.5 Process Factor by M&E
Engineer
93
4.5.5 Factory Factor 94
4.5.5.1 Factory Factor by Contractor 94
4.5.5.2 Factory Factor by Architect 95
4.5.5.3 Factory Factor by Quantity
Surveyor
95
xii
4.5.5.4 Factory Factor by C&S
Engineer
96
4.5.5.5 Factory Factor by M&E
Engineer
97
4.5.6 Comparison of factor by Profession 98
4.6 Conclusion 102
5 CONCLUSIONS AND RECOMMENDATIONS 103
5.1 Introduction 103
5.2 Research Conclusion 103
5.3 Problem Encountered 109
5.4 Recommendations for Future Research 109
REFERENCES 110
Appendices A1 - A7 120 - 126
xiii
LIST OF TABLES
TABLE NO. TITLE PAGE
2.1 IBS Components Used in Buildings in Malaysia 22
2.2 Difference Labour Cost for Conventional Method and
IBS
24
2.3 Definition of CSF 32
2.4 Critical Success Factor and Description 33
2.5 Summarize of Critical Success Factor by Author 47
2.6 Critical Success Factor of IBS Implementation by
Category
48
3.1 Questionnaire Design 55
3.2 Likert's Scale 55
3.3 The Number of Respondent has been involved in IBS 59
3.4 Mean Score 61
3.5 Mean Interpretation 62
4.1 Distribution of Questionnaire Survey Forms 65
4.2 Respondent’s Profession 66
4.3 Respondent’s Years of Experience 67
4.4 Respondents’ Awareness in IBS 67
4.5 Respondent’s Involvement with IBS 69
4.6 Respondents’ Involvement in Government School That
Using IBS
69
4.7 Level of Critical 70
4.8 Mean Score of Organization Factor by Contractor 71
4.9 Mean Score of Organization Factor by Architect 73
4.10 Mean Score of Organization Factor by Quantity
Surveyor
75
4.11 Mean Score of Organization Factor by C&S Engineer 75
xiv
4.12 Mean Score of Organization Factor by M&E Engineer 78
4.13 Mean Score of Management Factor by Contractor 79
4.14 Mean Score of Management Factor by Architect 81
4.15 Mean Score of Management Factor by Quantity
Surveyor
82
4.16 Mean Score of Management Factor by C&S Engineer 83
4.17 Mean Score of Management Factor by M&E Engineer 84
4.18 Mean Score of Technology Factor by Contractor 85
4.19 Mean Score of Technology Factor by Architect 86
4.20 Mean Score of Technology Factor by Quantity
Surveyor
87
4.21 Mean Score of Technology Factor by C&S Engineer 88
4.22 Mean Score of Technology Factor by M&E Engineer 89
4.23 Mean Score of Process Factor by Contractor 90
4.24 Mean Score of Process Factor by Architect 91
4.25 Mean Score of Process Factor by Quantity Surveyor 92
4.26 Mean Score of Process Factor by C&S Engineer 92
4.27 Mean Score of Process Factor by M&E Engineer 93
4.28 Mean Score of Factory Factor by Contractor 94
4.29 Mean Score of Factory Factor by Architect 95
4.30 Mean Score of Factory Factor by Quantity Surveyor 95
4.31 Mean Score of Factory Factor by C&S Engineer 96
4.32 Mean Score of Factory Factor by M&E Engineer 97
4.33 Mean Score of All Factors by All Profession 98
5.1 Critical success factors of IBS implementation in
government school project
105
xv
LIST OF FIGURES
FIGURE NO. TITLE PAGE
1.1 Registered Manufacturers of IBS with CIDB up to July
2016
5
1.2 Flow Chart of Research Methodology 9
2.1 Pre-Cast Concrete Framing, Panel and Box System 15
2.2 Steel Formwork 16
2.3 Steel Framing System 16
2.4 Prefabricated Timber Framing System 17
2.5 Block Work System 18
2.6 Development Timeline of IBS in Malaysia 19
2.7 Wastage by Weight of Conventional 25
3.1 Flow of the Design Research 52
3.2 Number of Respondents Involvement 60
4.1 Respondents’ Knowledge in IBS 68
xvi
LIST OF ABBREVIATIONS
IBS - Industrialised Building System
GDP - Gross Domestic Product
CITP - Construction Industry Transformation Programme
MOW - Ministry of Works
CIDB - Construction Industry Development Board
CIMP - Construction Industry Master Plan
PWD - Public Work Department
MHLG - Ministry of Housing and Local Government
LRT - Light Rail Transit
QLASSIC - Quality Assessment System in Construction
ACA - Accelerated Capital Allowances
SME - Small and Medium Enterprise
MIDA - Malaysia Industry Development Authority
PDP - Project Delivery Partner
CSF - Critical Success Factor
SPSSS - Statistic Package for Social Science
ICT Information and Communication Technology
BIM Building Information Modelling
IT - Information Technology
KPM - Kementerian Pendidikan Malaysia
xvii
LIST OF APPENDICES
APPENDIX TITLE PAGE
A Questionnaire 120
1
CHAPTER 1
INTRODUCTION
1.1 Background Information
Construction is one of the important sector in Malaysia as it is becoming a vital
key player in the economy due to the high contribution of economic growth in
Malaysia and has contributed approximately 4.6% of the country’s gross domestic
product (GDP) value in the third quarter of 2017 (Gross Domestic Product Third
Quarter 2017, 2017). As Malaysia is progressively growing and developing,
Industrialised Building System (IBS) has been introduced as an improvement of
productivity and quality in Malaysia construction industry. The industrialisation of the
building is most effective when building components are prefabricated with suitable
equipment, efficient technological and managerial method.
The Construction Industry Transformation Programme (CITP) 2016-2020 is a
plan of strategic collaboration with the industry’s key stakeholders including the
Ministry of Works (MoW), Public Works Department, Ministry of Urban Wellbeing,
Housing and Local Government, Construction Industry Development Board (CIDB)
to transform the construction industry into a modern, highly productive and towards
sustainable sector (CITP, 2017a).
2
The use of IBS in Malaysia is one of the initiatives toward the sustainable
construction beside it is time-saving and lower cost to the contractor. Not for the
contractor side but to the client’s as well, as the project cost itself can be reduced since
IBS is better and cheaper compared to the conventional. Industrialisation and
prefabrication will lead to a big time reduction of a construction project is well planned
in advance (Alinaitwe, Mwakali, & Hansson, 2006) and save up to 30 percent, directly
reducing costs of finance and labour (CIDB, 2003). It has been proven by the
construction of Rumah Prima (Mottain, 2017a) which projects that normally takes a
year can take only six months by using IBS.
According to the CIDB (2016), IBS is a prefabricated installation off-site and
will be carried straight to the construction site and an additional work at the site will
be run to install all the elements together. Nowadays, IBS has been widely used in
government projects and normally, government project uses IBS to construct a
building with standard design, for instance, schools, hospitals, quarter’s houses,
residential houses and multipurpose halls. However, as emphasized by Din et al.
(2012), IBS in today’s generation is improved on quality and aesthetic of the design
compared to when IBS first introduced back then.
According to Market (2017), the percentage of government project used IBS
was 70% compared to the private sector which was only around 15%. It was stated by
CIDB, government project that exceeding RM10 billion, must compulsory achieve
70% IBS score by referring to Manual for IBS Content Scoring System.
A success factor of IBS project can be achieved by the contribution of the
construction players of the project’s organization as Gudienė, Banaitis, Banaitienė, and
Lopes (2013) stated human factor carried out the important performance in figuring
the success factor. Different people will give a different perspective, meaning and
assumption of project success (Tammy et al., 2016). For example, the success factor
3
from the architect side is based on the aesthetic performance (Ramlee et al., 2016),
while from the client side, project success is depending on the satisfaction of the
requirement that has been proposed at an earlier stage in the construction.
The study of the critical success factors is considered to be meant to improve
the effectiveness of government projects. Project success can be achieved by
completing it on time, on budget and the quality is satisfied by the client.
1.2 Problem Statement
IBS has been introduced in Malaysia as early in 1963, even though
establishment almost more than five decades, but IBS used in Malaysia is still not
enough. Malaysia is one of the developing countries which have been left out in
improving the use of IBS compared to other developed countries like Australia, United
State, United Kingdom and Japan. The initiative that government implemented to gain
IBS in a project has been executed since the year 1999 where the first IBS strategic
plan published as to encourage and improve as well as an increase in term of the
implementation in the industry. It then continues with publishing of IBS Roadmap
2003-2010, IBS Roadmap 2011 to 2015, Construction Industry Master Plan (CIMP)
2006-2015 and the latest, Construction Industry Transformation Programme (CITP)
2016-2020.
Government school is one the most used IBS for government project recently
due to the short completion of time. According to CIDB (2014), the Ministry of
Education is the largest IBS construction buyer amounting to a total of RM 2.4 Billion.
These constructions are including both primary and secondary school in Malaysia.
However, only 10 percent of 4,000 completed government project since 2008 used IBS
4
as their construction method. This is due to the deficiency of government monitor and
incompetence of contractor and sub-contractor to deliver IBS project.
Apart from the lack of monitor issue, the contractor also hardly to change
because they are immune to the conventional method, which makes them unwillingly
change from the usual method to mechanism system. They prefer conventional method
as they expert and good at dealing with the labours on site instead of exposed to the
new system and work with the system. Contractors do not want to take a risk by
changing from something they are familiar with to the something new that can
uncertain their project performance and indirectly slow down their performance due
to the lack of knowledge.
Other reason contractors prefer dealing with labours on site because currently,
Malaysia construction industry is very depending on foreign labours due to the cheap
cost of hiring. Labour cost in Malaysia is about RM 100 per day compared to AU$70
(RM221.90) per hour in Australia (Yeong, 2016). In additional, according to the Lau
(2017), there is 1.78 million foreign labour employed in Malaysia construction as of
July 2017, there were 728,870 Indonesians working in the country, followed by
Nepalese, 405,898 and Bangladeshis, 221,089. Remaining were from Myanmar
Nationals, India, Pakistanis, Filipinos, Vietnamese, Chinese, Thai nationals Sri
Lankans, Cambodians and Laos Nationals (Kaur, 2017).
Although, they may be cheap but the criticism of poor workmanship on these
labours are heard at various forum and calls are made for actions to overcome the
problem. Dependency on foreign labour, especially those without skills is not a
sustainable option. One issue can lead to another issue, from excessively liable to
foreign labours, it indirectly can affect Malaysia’s economy. As mention by Jalil
(2017), foreign labours had contributed to a massive outflow of the ringgit, with an
estimated RM30 billion sent to their home countries annually. We can tackle this
problem by eliminating the source of the problem coming from
5
Besides that, the conventional method can be very disturbing and noise and it
leads to noise pollution which is construction noise is a one of major noise. It occurs
from the conventional method and disturbs the school area if it is just an additional
building in the school compound. That method should be reduced and replace to IBS
instead (Lau, 2017).
Figure 1.1 Registered Manufacturers of IBS with CIDB up to July 2016 (CITP, 2017b)
Contractor reluctant on using IBS as their main elements in construction
project because the costing is actually 15 to 20 percent higher than the conventional
method. Based on MIDF (2014), the IBS Survey conducted by CIDB shows that
majority of the respondent agrees that IBS’s advantages are in term of quality and
completion time but not with cost.
IBS supposed to save in cost but due to demand IBS in Malaysia is low, it
causes the cost of IBS’s elements increases. There are still limited number of specialist
in IBS among contractor (Khalil, Aziz, Hassim, & Jaafar, 2016) Figure 1.1 shows that
the registered manufacturers of IBS with CIDB up to July 2016 was 248, which
unfortunately are currently operating at only 50 to 60 percent due to a lack demand
(Market, 2017).
6
1.3 Research Question
To achieve a successful project, critical success factor needs to be determined to ensure
the smoothness of the project. Below is the research question of the study:
1. What are the Critical Success Factors of Industrialised Building System (IBS)
implementation in government school project from contractors’ and
consultants’ perspective?
1.4 Research Objective
Based on the research question, the following research objective was formulated in
order to answer the question. The following is the objective of this study:
1. To identify the Critical Success Factor of Industrialised Building System
(IBS) implementation in government school project based on contractors’
and consultants’ perspective.
7
1.5 Scope and Limitation of Research
This research is to identify the critical success factor for IBS implementation
in government school project from different profession’s perspectives; Contractor and
consultants. Only Conventional Method and IBS in Malaysia will be considered in this
study and limited to only government school in Malaysia.
Thus, the respondents targeted for this research are contractor and consultants
who have been involved with a government school in Malaysia that using IBS.
1.6 Significant of the Research
Through the findings of this study, the critical success factor in implementing
IBS was identified and can help the increment of level operation and reduce the
implementation on the conventional method in Malaysia. When the conventional
method is reduced, automatically the number of foreign labours reduced. The findings
of this study may be useful to the local researchers as well as to the local authorities
like CIDB and Government to fulfil their vision.
Other than that, it is also beneficial to the government sector. By identifying
the critical success factor of IBS implementation, the result could use as a guideline to
improve government school construction performance in the future.
8
1.7 Research Methodology
The reaserch methodology is a method that starts with a stage of preparation of
research instruments to the preparation of research decision. The accuracy of the
method affects the analysis in achieving the objective of the study. All information
obtained must be relevant to avoid any problems in the research. Irrelevant information
needs to remove and must not be taken in the data research. This research method is
also important in ensuring the study conducted effectively and systematically.
The research methodology is presented by means of a flow chart for ease of
understanding. This is shown in Figure 1.2. The detailed description is elaborated in
Chapter 4.
9
Figure 1.2 Flow Chart of Research Methodology
Identify the current issues and problems
Determine objective and scope
Gathering of potential critical success factors
Literature Review
Data gathering – Questionnaire survey
Mode:
Online
(Google Form)
Postal
Respondents:
Contractor
Consultants
Data Analysis
Critical Success Factors, perspective of:
Contractors
Consultants (Architect, Quantity Surveyor, C&S
Engineer, M&E Engineer)
Conclusion
Comparison
Recommendation
10
1.8 Chapter Organization
This research will be discussed on issue related to critical success factor for
IBS in government school project:
1.8.1 Chapter 1 – Introduction
Chapter 1 provides the whole picture of the research to the readers which are
the background information, problem statement, research question and objective,
scope of the study, the significance of the research, briefing on research methodology
and the chapter organisation of the research.
1.8.2 Chapter 2 – Literature Review
In Chapter 2 covers the literature review for this research. This chapter clarifies
the definition, type, clarification, benefits and limitations for IBS and what is critical
success factor, the hierarchy of CSF and the critical success factors for IBS project.
11
1.8.3 Chapter 3 – Research Methodology
Chapter 3 elaborates related to the methodology of the research; how the
research is carried out, respondents of the research, instrument of the research and
technique used to analysed data. The data then being analysed and discussed in Chapter
4.
1.8.4 Chapter 4 – Data Collection and Analysis
Then, Chapter 4 analyses and discusses the finding from the data collected
from the respondents. Data analysis is based on the methodology in Chapter 3 to
achieve the objective of the research.
1.8.5 Chapter 5 – Conclusions and Suggestions
Chapter 5 holds the conclusion of the research by presenting the results and
findings, as well as highlighting whether the research objective is achieved or not. It
also includes any problem that faced during the research as well as the suggestions and
recommendations for further improvements in this research.
12
CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
This chapter will discuss on Industrialised Building System (IBS), Critical
Success Factor (CSF) and Critical Success Factor of IBS project. Reference for write
up in this chapter were journals, articles, government documents, previous theses and
newspapers from various publishers.
2.2 Industrialised Building System (IBS)
The construction industry is one of a major contribution to Malaysia’s
economic growth and a way to make that keep increasing, Government encourages the
use of IBS. IBS has been widely known in the construction industry in Malaysia
(CIDB, 1999) but although IBS is not a new concept and has been introduced in
Malaysia like over a decade ago, yet the IBS project in Malaysia is still low in the
construction sector due to several issues (Idris, 2017).
13
Government highlights the use of IBS in the government projects when IBS
first introduced in Malaysia and give private developers period of three years to
prepare and improve company operations to the IBS operation system because the use
of IBS needs to be developed in order to understand the national development policy
(Basaruddin, 2017). Not only government sector helps Malaysia with economic
growth but also private sector because they always have a big number of projects with
a higher value and overall cost.
2.3 Definition of IBS
IBS was introduced worldwide including in Malaysia as an innovation and
reaching towards industrialized construction. IBS exists not to compete with
traditional methods but to change and improve to a better method due to provide better
benefits. IBS is an evolution of construction using new and innovative techniques (Ali,
2012). It is commonly known as a building method that uses different techniques with
a similar end compared to conventional method.
A few definitions can be found throughout the literature by researchers who
previously studied in this field that could describe IBS:
- Lim (2006) – IBS can be defined as frameworks that include staircase that is
produced off-site with a strict quality control.
- Warszawski (1999) – IBS is joining together all the elements based on
performance that has been set for the building at the early stage of the
construction.
14
- Junid (1986) – A process that installs all the elements of prefabricated into a
position that has been set and bring them from factory to the site. Hardware
and software component must be aligned. The software elements include
system design, which is a consideration process of end users’ requirements,
market analysis and the development of standardized component.
- Esa and Nuruddin (1998) – IBS generally is manufacturing products that can
minimize the wastage of resources and enhance value for end users.
- Gibb (1999) – Preparing a work, organization and completion for the early
stage before they actually install for their final position including forming any
temporary work that involves standard coordination that can be carried out on
or off-site.
But the most accurate definition of IBS according to CIDB (1999) is defined
as a system or method of construction that bring the controlled elements to the site
and installed them with a minimum number of workers. In addition to S. N. Shaari
and Malaysia (2006), IBS is not just a prefabricated but beyond that. IBS is about
changing of conventional mindset, championing human capital development,
developing better cooperation and trust, promoting transparency and most
importantly is high integrity.
15
2.4 Classification of IBS
CIDB has classified IBS into five categories that commonly used in Malaysia;
a) Pre-cast Concrete Framing, Panel and Box Systems
b) Steel Formwork Systems
c) Steel Framing Systems
d) Prefabricated Timber Framing System
e) Block Work System.
2.4.1 Pre-cast Concrete Framing, Panel and Box Systems
Figure 2.1 Pre-cast Concrete Framing, Panel and Box Systems
Figure 2.1 shows the precast concrete framed building. It is commonly used in
prefabricated elements compared to the other four. The concrete manufactured and
produced in a plant environment and bring on site for installation. It can be made of
precast concrete columns, beams, slabs, walls, 3-D components like balconies,
staircases, toilets, lift chambers, refuse chamber and lightweight precast concrete.
16
2.4.2 Steel Formwork System
Figure 2.2 Steel Formwork System
Formwork system as shown in Figure 2.2 is usually used in tunnel form and
steel formwork is the least of prefabricated in IBS. It is very easy because the
formwork will cast on site by using simple bracing system then pour the concrete
inside and leave it for seven days. The concrete will harden together with the formwork
(Lim, 2006).
2.4.3 Steel Framing System
Figure 2.3 Steel Framing System
17
Steel framing system as shown in Figure 2.3 will involve with cutting, drilling,
welding and painting of the steel. It will be sent to the construction site and will
combine all the elements together. Erection work of joining and the installation of bolts
at joints are conducted. Steel framing system usually used in precast concrete slabs,
steel columns and beam or even as roof trusses. It can be one of the fastest ways to get
a construction of a skyscraper.
2.4.4 Prefabricated Timber Framing System
Figure 2.4 Prefabricated Timber Framing System
Figure 2.4 shows the timber framing system. It is usually used in conventional
timber roof trusses and timber frame. It is easy because, on construction site, skilled
labours need to only connect the prefabricated roof truss with the reinforcement of the
roof beam. It can be very simple construction or can be very high values in aesthetic.
18
2.4.5 Block Work System
Figure 2.5 Block Work System
Figure 2.5 shows the block work system which it includes interlocking
concrete masonry units (CMU) and lightweight concrete blocks. The time-consuming
traditional brick-laying tasks are greatly simplified by the usage of these effective
alternative solutions. It also can minimise the amount of labour on site. The elements
are fabricated and cured in the factory and it is normally used as bricks in structures
and interlocking concrete block pavement.
19
2.5 Development Timeline of IBS
Figure 2.6 Development Timeline of IBS in Malaysia
Figure 2.6 shows the development timeline of IBS in Malaysia that has been
summarized by Abedi, Fathi, and Mirasa (2011). IBS first introduced in Malaysia was
in the year 1960. The idea of IBS came into Public Work Department (PWD) and
Ministry of Housing and Local Government (MHLG) of Malaysia when they sent
several groups of the architect to learn the IBS system in Europe and they identified
two pilot projects in order to try out the IBS. The first pilot project was in Jalan
Pekeliling, Kuala Lumpur that took two years and three months to complete with a
total costing of RM2.5 million for casting.
19
60
19
66
19
68
19
78
19
80
20
03
20
06
20
10
20
11
20
16
20
17
IBS was created
in Malaysia
First pilot project
on IBS in Jalan
Pekeliling, Kuala
Lumpur
Second pilot
project in Jalan
Rifle Range,
Penang
The Ministry of
Defence Build
2,800 Units of
Living Quarters
at Lumut Naval
Base
The Penang State
Governmnet
Launcehed
another 1.200
Units of housing
Construction
Industry Master
Plan 2006 - 2015
IBS
Roadmap
2003-2010
Manual for IBS
Content Scoring
CIS 18 2010
was created and
launched
IBS Roadmap
2011-2015
Construction Industry
Transformation
Programme (CITP)
2016-2020
20
The second pilot project was in Jalan Rifle Range, Penang that consist the
construction of six blocks of 17-storey flats and three blocks of 18-storey flats
comprising 3,699 units and 66 shop lots (Wai, 2013). They were the tallest building in
Penang in early 1970’s. These two pilot projects both were using Danish System and
the French Estoit System respectively (Ali, 2012).
After two years trying out IBS on two pilot projects, the Ministry of Defence
starting to build 2,800 units of living quarters using large prefabricated panel
construction system at Lumut Naval Base. In the year 1980, Penang again built 1,200
units of housing using IBS that launched by the Penang State Government. Besides
that, the earliest for a mega project in Malaysia that used IBS were Petronas Twin
Tower, Bukit Jalil Sports Complex and The Light Rail Transit (LRT).
In October 2003, Government and CIDB formulated a master plan for IBS
known as IBS Roadmap 2003-2010 to promote and encourage the adoption of
prefabricated construction of IBS and having an industrialised construction industry
as well as hoping on reaching Open Building Concept by the year 2010. This master
plan is based on 5-M Strategy; Manpower, Materials-Components-Machine,
Management-Processes-Method, Monetary and Marketing. Before IBS Roadmap
2003-2010 been produced, the government had no appropriate plan for IBS (I. S. N.
Shaari, 2006).
In 2005, Manual for IBS Content Scoring CIS 18 2010 was created and
published with a purpose of measuring the usage of IBS in the systematic and
consistent way. Reduction of site labour, lower wastage, fewer site materials, a cleaner
environment, better quality, neater and safer construction sites, faster project
completion and lower total construction costs can be achieved by getting high IBS
score. The method of identifying the IBS Score is created as a simple but effective
process. Every time a project using structural and wall of IBS elements, the point will
be given.
21
In 2006, Construction Industry Master Plan (CIMP) 2006-2015 was published
with a purpose of an overview of the forthcoming path of the Malaysia construction
industry over the next 10 years. CIMP also ensure the construction industry is well
positioned to support the nation’s overall economic growth. Based on CIMP,
manpower development, research on materials, monetary, management processes and
promotions are required to increase the usage of IBS.
After Roadmap 2003-2010 achieve their validation date, another Roadmap
2011-2015 replaced in late 2010 with two main objectives which one of them is to
sustain the existing momentum of 70 percent IBS content in public sector building
projects until 2015. Treasury Malaysia issued a Treasury Circular Letter regarding the
increment the IBS contents of their building development project as RM10 million and
above compulsory to achieve a level not less than 70 points of IBS score.
In 2016, Construction Industry Transformation Programme (CITP) 2016-2020
was launched in late 2015 with a purpose of improvement of the quality standards in
the industry and increase the productivity of IBS for the government sector and
increase the IBS’s supply chain for the private sector (CITP, 2017b). It comprises four
thrusts; Quality, Safety and Professionalism, Environmental Sustainability,
Productivity and Internationalisation. In CITP, the IBS discussed in one of the thrusts,
which is Quality.
Quality in CITP highlights about the quality standards in the industry. The
initiative towards getting the improvement of the quality standard is by having the
Quality Assessment System in Construction (QLASSIC). QLASSIC is a system that
measures the quality of workmanship of a building based on the Construction Industry
Standard. To achieve high QLASSIC scores are not easily especially using
conventional method, therefore, QLASSIC encourages innovative technology method
such as IBS to achieve the target. (CITP, 2016).
22
2.6 IBS Component used in Buildings in Malaysia
Table 2.1 IBS Components Used in Buildings in Malaysia
Building in Malaysia IBS Components
Custom, Immigration & Quarantine
Complex, Johor Bahru
Precast concrete beams, columns and
hollow core slabs
Open University is formerly known as
JPA, Kuala Lumpur
Precast concrete beams, columns and
hollow core slabs
Projek Perumahan Rakyat, Telipok, Sabah Steel formwork system
Apartment for Government Staff, Putrajaya Precast concrete walls
Telekom Tower, Kuala Lumpur Steel structure for the sky garden and
top part of the building
Kuala Lumpur International Airport
(KLIA), Sepang
Steel roof structure
KL Sentral Station, Kuala Lumpur Steel roof structure, precast hollow
core slabs
Serdang Hospital Steel beams and columns, precast
concrete half slabs
Government School Steel beams and columns
Table 2.1 shows a list of a government building that used IBS components in
Malaysia. In 2009, 320 government projects worth RM 9.43 billion have been carried
out using IBS (Ali, 2012) while in 2014, only 24 percent of public projects worth more
than RM10 million achieved an IBS score of 70 and 14 percent for having achieved
an IBS score of 50 (Yeong, 2016).
Government school is one the most used IBS for government project recently
due to the short completion of time. According to CIDB (2014), the Ministry of
Education is the largest IBS construction buyer amounting to a total of RM 2.4 Billion.
These constructions are including both primary and secondary school in Malaysia.
However, only 10 percent of 4,000 completed government project since 2008 used IBS
as their construction method. This is due to the deficiency of government monitor and
incompetence of contractor and sub-contractor to deliver IBS project. An open system
that government has launched for the IBS is not working as it supposed to be and the
23
encouragement of small to medium producers has created a monopoly of
manufactures, thus increasing the price of components and tender price (CIDB, 2014).
2.7 Advantages of IBS
Projects are completed in a very short time is one of the IBS advantages as
asserted by Wisam (2007), faster completion can be achieved because of offsite
components installation and simply connect one component to another, so the client’s
requirement for fast delivery can easily meet by increasing the production capacity of
the precast yard and it can be installed two elements at one time.
Construction operation also will not be disturbed by the weather condition
because it is done in the factory controlled environment. Industrialisation and
prefabrication will lead to a big time reduction of a construction project is well planned
in advance (Alinaitwe et al., 2006) and save up to 30 percent, directly reducing costs
of finance and labour (CIDB, 2003). It has been proven by the construction of Rumah
Prima (Mottain, 2017a). A project that normally takes a year can take only six months
using IBS.
Reducing cost of finance can be achieved in labour at a construction site
according to CIDB (2014), cost of labour saving is about 40 to 50 percent compared
to conventional method. Din et al. (2012) has been summarized the difference labour
cost for conventional method and IBS as shown in Table 2.2.
24
Table 2.2 Difference Labour Cost for Conventional Method and IBS
Conventional IBS
ABM AAN
Total labours in construction site 52 13 15
Total labours in factory 0 18 10
Total labours 52 31 25
Total labour cost in a month 77,000 32,000 28,800
It also shows a comparative productivity study of pre-cast versus conventional
cast in situ buildings in the year 2007 by CIDB. The total labours in construction site
using conventional method was 52 and only 28 labours for installing and assembling
IBS elements on site. There are no labours in a factory for the conventional method
but only 28 labours in the factory to control the system. The total labours for the
conventional method were 52 labour with the cost of seventy-seven thousand a month
while the IBS had 55 labours in total with the cost of sixty thousand and eight hundred
ringgit.
According to the home ministry’s statistics, there is 1.78 million foreign labour
employed in Malaysia construction as of July 2017 that can lead to poor workmanship.
Dependency on foreign labour, especially those without skills is not a sustainable
option. Therefore, greater productivity in the construction industry and improved
quality of buildings can be archived through IBS that will minimise dependency of
foreign labour and as cited from Warszawski (1999), it indirectly can reduce the money
outflow and their social problems, low quality works, disputes and disease. It also leads
to minimise the site activity that can be a hazard because prefabrication can simplify
temporary or permanent removal or replacement with minimum disruption (Alinaitwe
et al., 2006).
25
IBS produces good materials since in the factory they make a careful selection
of material, use of advanced technology and strict quality assurance (Thanoon, Peng,
Kadir, Jaafar, & Salit, 2003). Materials that produce in the factory can increase
productivity because it does a uniform method make materials cheaper and strictly
controlled and become less wastage since IBS used standardized components. Thus,
the cleanliness of the construction site more manageable because of the reduction of
materials on site (Wisam, 2007).
Figure 2.7 Wastage by Weight of Conventional Method (MIDF, 2014)
From the saving of materials usage, it can reduce the overall cost of a project
and IBS overall is a Malaysia’s practice towards sustainable construction because
every production of IBS components is in a controlled environment, therefore, the
quality is much easier to monitor. The conventional construction methods normally
generate between 20 to 30 percent of wastage in terms of production cost and based
on Figure 2.7, the largest component of materials are timber, Drywall and Masonry
(MIDF, 2014). No wastage for IBS on the materials like cement, concrete, sand,
reinforcement, formworks and it saves up to 5 percent of total cost.
26
2.8 Challenges in Adopting IBS
Hard for a contractor to change from conventional method to prefabricated
method since they are used to it and afraid to take any risk especially in term of cost.
Purchasing new machinery, mould, importing foreign technology and wages of skilled
workers are making the initial cost of IBS 12 to 13 percent higher than conventional
method (Rahman & Omar, 2006). Contractor afraid it affects their margin because
due to the proprietary system, most of the profit goes to IBS suppliers (Yeong, 2016).
The impact related to cost issue is mostly too the small contractor because they
handle small project with small budget cost, therefore, it is not relevant if they have to
change the conventional method to the mechanism-based system (K. Kamar, Alshawi,
& Hamid, 2009a). Standardize the elements and quality check of each element that
produced in the factory of IBS is high also can cause cost. (Lim, 2006). Cost in term
of hire and train unskilled and semi-skilled labours such as integrators or assemblers
to work in IBS construction process. (Lim, 2006).
Rahman and Omar (2006) observed that IBS is misinterpreted with negative
thing due to its past failure and unattractive design. Some perspective knew IBS as a
prefabricated, low-quality buildings, leakages and unpleasant architectural
appearance. It is also often being rejected from using because afraid of customer
rejection and not getting a profit from it. In addition, IBS is not popular among the
designers as they found pre-fabrication has limited their creativity in the design process
(Hamid, Kamar, Zain, Ghani, & Rahim, 2008).
Lack of awareness to understand client needs and giving correct information
on IBS has contributed to a lack of interest from the client and decision makers
(Rahman & Omar, 2006). Not only lack of knowledge from contractor side can cause
the problem but lack of knowledge among designers also can cause a problem such
27
delay as they need more time to design and understand the concept of IBS. The
designer team may misinterpret and misunderstand the IBS that can lead to a problem
that related to building regulation (K. Kamar et al., 2009a)
2.9 Strategy Government towards Implementation of IBS in Malaysia
The Malaysian government has a couple agenda direct or through relevant
agencies to promote the usage of IBS with the intention of increasing productivity and
quality in the construction industry in Malaysia (Mottain, 2017b). As mentioned
before, government project needs to achieve at least 70 percent of IBS scoring as it
becomes mandatory to the project that cost more than RM 10 billion in order to
government increase the use of IBS in Malaysia. The IBS score is awarded based on
the type of structural system used. 20 points maximum for the type of wall systems
and other simplified construction solution is maximum 30 points for a project. The
higher score points of IBS, the higher uses of IBS in the building (Yeong, 2016).
In 10th Malaysia Plan, Government introduced “Gerbang Nilai” as one of the
government initiatives in reviewing process in the construction site to achieve good
construction quality and high productivity level. It helps the level of construction from
planning to design, construction and submission based on the set specification and the
targeted quality (Yusof, 2017). Starting from 1st January 2007, a project that cost more
than five hundred thousand ringgit are getting an exception to paying Levy if the
contractor achieves an IBS score of 50 (Yeong, 2016). It can reduce -0.125 percent of
the total project cost which means if the total cost of a project is six hundred thousand
ringgit, contractor get a big deduction of seventy-five thousand ringgit.
Other than that, the tax incentive is introduced by Government to encourage
more companies to use IBS in their project (Bernama, 2016). The company that spend
28
on buying elements that related to IBS will get Accelerated Capital Allowances
(ACA). ACA is a tax incentive for purchasing energy efficient equipment and the
purpose of it is to encourage company on purchasing plant and machinery for the use
of producing IBS elements. The company is entitled to claim ACA rate at 40% for
Initial Allowances and 20% for Annual Allowances (LHDN, 2013).
A bank that called SME bank offers the IBS Promotion Fund financing
program and provide facility to those company who want to make a loan as to start out
on purchasing fixed asset, renovation of factory and working capital requirement for
Small and Medium Enterprise (SME) entrepreneurs who apply the IBS method ("IBS
Promotion Fund," 2017). The application is valid for only have IBS certificate from
CIDB, a registered company under Companies Commission of Malaysia Act 2001 or
Co-operative Societies Act 1993 and company have been operations for at least 2
years.
The introduction of IBS & Building Materials Supply Chain Directory is
reference containing the contact details of our local building materials suppliers and
manufacturers, is a good initiative undertaken by CIDB and Malaysia Industry
Development Authority (MIDA) to enhance the reach and network of our local players
(MIDA, 2017). The purpose of having the IBS and Building Materials Supply Chain
2017/2018 is to enhance productivity and efficiency in the industry by narrowing the
gap between local building material manufacturers, suppliers and professional
services, developers, project delivery partners (PDPs), contractors and stakeholders in
the construction industry. The introduction of the Directory will also provide more
opportunities for local building material companies to expand and grow their
businesses, and would even provide avenues to venture into overseas markets.
Government provide IBS training for professionals to raise awareness of
innovation technology. CIDB held several courses and seminar on Malaysia
construction industry player targeting professional like Engineer, Architect and
Consultant so that they are alert to the system and bring it to the next level. With the
29
information, Architect can approach critical and aesthetic design using IBS to the
client and Quantity Surveyor be able to measure and pricing the IBS elements. From
that, IBS usage can be increased.
2.10 IBS in Practitioner Perspective
2.10.1 Manufacturer
The participating of the manufacturer is not only manufacture the product but
also involve with the whole processes including planning, design, management and
implementation (Zawawi, 2009). The manufacturer has to work with the contractor at
the very early stage because there is critical need to manage the design and
manufacturing differently as they have to convert the conventional design into the
more suitable prefabricated design. This attitude affected the time to design and deliver
the IBS project (Shukor, Mohammad, Mahbub, & Ismail, 2011). From designing to
transporting, jointing and erecting make the manufacturer involve and have a huge
scope of IBS project.
For the payment, according to the Shukor et al. (2011), the manufacturer will
be received once the materials are already on site although IBS is a factory produced
where their material on site is prepared at the manufacturing factory. On the other side
of the situation, the contractor is paid only 75 percent by quantity surveyor for the
materials on-site in their progress payment which makes the unfair situation to the
manufacturer side.
30
2.10.2 Client
The client is important parties in the construction on implementing IBS and
have a vital role in increasing the IBS in Malaysia (Zawawi, 2009). Unfortunately,
there is some uncertainty that makes the low adoption of IBS. According to Azman,
Ahamad, Majid, and Hanafi (2010), client‘s negative perspective of the architectural
value is on the issue and that perspective has to change. The lack of IBS knowledge
contribute to this kind of mindset and they should involve with the programme that
government provide related to the awareness of IBS.
Another issue regarding the client is cost. The client wants a minimum cost
with high performance and quality but they already know about the cost of
implementing IBS is higher than conventional due to lack of production from the
manufacturer.
2.10.3 Consultant
From the consultant’s perspective, the architect need to change their design
from conventional design to the suitable IBS structure. This design needs the help of
the manufacturer because they are more expert on the joining elements. Same as
mechanical and electrical engineers, they need to have the knowledge of how the
mechanical and electrical works. For the quantity surveyor, they have to alert and be
able to measure and pricing the IBS elements.
31
2.10.4 Contractor
Most of the contractors are in their comfort zone and hard to make them change
from something that they are familiar with the method that uncertain their
performance. Historically, they have no issue related to the relationship and
communication and dealing with other parties like suppliers, manufacturers, sub-
contractors and others because they used to it on conventional method.
Although they are willing to change, the cost that they have to bear on the first
IBS implementation is high. In addition, they also need to have skilled workers and
send them to the training can cause high cost. This can be solved if the client plays
their role and asking for IBS building and then the contractor willing to change
(Zawawi, 2009).
2.11 Critical Success Factor (CSF)
A successful project is the aim of every construction project and one of the
tools to get project success is by finding out their Critical Success Factor (CFS). CSF
is an important element that acts as a guideline that needs to be known before the
project starts, during the construction or after the completion of a project. If CSFs
identified before the project starts or during the running project, it definitely can avoid
unsuccessful project but if CFSs knew after a project completion, you can list out the
CFSs and benefit the next project that has a similar type. CSFs is a factor that leads to
the success or failure project.
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2.12 Definition of CSF
Over the year, the success project commonly relate to the three performance
which is time, cost and project quality (Yong & Mustaffa, 2013). It is usually focus on
limited resources especially time, because it will make the project is either success or
failure (Rockart, 1980). Those factors also is necessary for a project team to achieve
their goals in the project (Cheong Yong & Emma Mustaffa, 2012; Nilashi et al., 2015).
However, when the time changes, project success shift from those three to more
comprehensive list of criteria needed in every stage of construction industry. Human
related could also be the factor and usually it refers to fundamental attitude or mind-
set problem that involved in a project. It often relates to ‘soft’ issues which relate to
trust, commitment and effective communication among project parties; Contractor,
Architect, Quantity Surveyor and Engineer. While ‘hard’ issues is more related to
technical competency, project financing and quality of workmanship.
According to Tammy et al. (2016), the success factors are classified as
contribution factors in order to ensure the successful completion of the construction
project. Critical success factor is defined by Rockart (1980) as “the limited number of
areas in which satisfactory results will ensure successive competitive performance of
the organization”.
Table 2.3 depicted an overview of the definition of critical success factor from
the various perspective:
33
Table 2.3 Definition of CSF
Author Definition
Ingram et al., 2000 Success components including things that need to do to
be successful.
Chan, Scott, and Chan
(2004)
Ramlee et al. (2016)
An important way to improve the effectiveness of
project delivery
Caralli, Stevens, Willke,
and Wilson (2004)
A key for an organization to accomplish its mission
Cheong Yong and Emma
Mustaffa (2012)
Small numbers that need to give extra attention in order
to achieve success.
Tammy et al. (2016) A list of prediction towards successful project
Yong and Mustaffa
(2013)
Important things that need to be focus especially on the
limited resources to achieve a successful project
There are many lists and models have been proposed over the years on the
critical success factor in construction project. As I mentioned earlier, the common
factor is time, cost and quality but according to Musa, Mohammad, Yusof, and Ahmad
(2016), they can be categorized based on five elements; People, Factory, Management,
Technology and Process.
Why do we need to identify the critical success factors for construction projects
in the first place? The simple reason is to avoid project failures (Yaacob, 2011). Project
failure can lead to the cost increasing and wasting time which is every project team
wants to avoid that. Table 2.4 shows the summary of critical success factors and item
for the critical success factors identified by Tammy et al. (2016).
Table 2.4 Critical Success Factor and Description
Critical Success Factor (CSFs) Item in CSFs
Cost
Material Cost
Labour Cost
Plant Cost
Cost Overrun
Financial Support
Time Pre-Construction Stage
34
Construction Stage
Scheduling Management
Time Management
Quality Product Quality
Services Quality from Team Members
Satisfaction
Client Satisfaction
Consultant Satisfaction in Design
User Expectations
Management
Project Management Performance
Team Member Cooperation
Project Manager’s Skills
Safety
Safety and Health Assurance
Safety Precaution
Quality Assurance
Technology Technical Specification
Functionality
Organization Type of Past Project Completed
Company Experience
Environment
Waste Management
Environmental Materials
Working Environment
Resources Plant and Technology Involved
Stakeholders Support
There are many factors that can make a project a success or failure. Based on
research by Tammy et al. (2016), a project can be considered as successful when it is
completed by meeting the factors that has been mentioned in Table 2.4.
2.13 Critical Success Factor of IBS implementation
The Critical Success Factors (CSFs) of the implementation of Industrialised
Building System (IBS) are highlighted as follows by previous researchers:
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2.13.1 Effective Communication
In the construction industry, based on Ismail, Yusuwan, and Baharuddin
(2012), communication is a vital factor that need to be considered in completing
project successfully. Communication is an information transferred from one person to
another person. Successful communication is a social skill involving effective
interaction between people to deliver the project objectives (K. A. M. Kamar, Hamid,
& Alshawi, 2010). Effective communication amongst team members; client,
consultants, manufacturer and contractor in a modular construction project is a key to
ensure no miscommunication (Musa et al., 2016).
Miscommunication happens because of the difficulty to communicate with
project team members as mentioned by Pozin and Nawi (2017). It also can directly
lead to complexity of the construction project to complete succesfully and affects the
quality of communication and information as stated by Mohammad, Shukor, Mahbub,
and Halil (2014). The situation can be related to handling IBS because the process will
involve numerous parties from the starts until the completion.
2.13.2 Management of Supply Chain and Logistics
Supply Chain Management is defined as a product or service from supplier to
customer or client and it involves all stages of IBS process including initial works,
components production at the factory, transportation to the construction site,
installation and finishing ensuring successful IBS project implementation (Ismail et
al., 2012).
36
In accordance with Mohammad et al. (2014), IBS desperately need a high level
of coordination and integration of supply chain from every each of the parties involved
because the current state of the supply chain in the construction industry is fragmented
due to poor communication and lack of commitment (K. Kamar, Alshawi, & Hamid,
2009b). The suggestion to improve the supply chain to enhance IBS adoption is
making a shared project vision for every party in the organisation, so that they look up
and feel strive to archive the same objective.
2.13.3 Design Standardisation and Manufacturing Repetition
The difference between conventional method and IBS is designed
standardisation and manufacturing repetition.. The process involving with the software
elements include system design, which is a complex process of studying the
requirement of the end-user, market analysis, development of standardised
components, establishment of manufacturing and assembly layout (Abdul Kadir, Lee,
Jaafar, Sapuan, & Ali, 2006). According to K. A. M. Kamar et al. (2010), products
are documented in systematic ways to ensure that everything is repeated in the same
manner for installation.
2.13.4 Training and Education
IBS required high construction accuracy because they need skills like
assembling and erecting and historically, the construction had a poor record at
investing into training education (K. Kamar et al., 2009b). Studies had conducted
before, most of the local professionals and contractors lack technical knowledge and
experience in the IBS and they are not fully familiar with modular coordination and
37
standardization concept related with IBS design process and assembling. IBS intensive
training programs are needed in the specialized IBS skills because the high level of
technique and precision required in IBS compared to the conventional method
(Sashitharan, 2014). An investment in training to master IBS skills is inevitable and
critical to contractors to succeed in IBS.
2.13.5 Machinery and Equipment
As stated by Musa et al. (2016), machinery will ensure higher productivity rate
compared to manpower but purchasing new machinery, mould, importing foreign
technology and wages of skilled workers are making the initial cost of IBS 12 to 13
percent higher than conventional method (Rahman & Omar, 2006). However,
Government offers a tax incentive for purchasing energy efficient equipment and the
purpose of it is to encourage company on purchasing plant and machinery for the use
of producing IBS elements.
Special machinery and equipment are needed to produce and install modular
units. Suitable selection of technology to use is important because of the huge
investment on that and they need to utilise the technology to get a profit out of it (Hatta,
2011).
2.13.6 Skilled Labour for Site Installation
Despite the fact that advantages of changing from conventional method to IBS
are the reduction of labour but in the cast of IBS, they need more skilled labour to
38
handling, positioning and erecting the finished IBS element product on site (K. A. M.
Kamar et al., 2010). According to Shahrin and Zakaria (2016), IBS use fewer workers
but they still need to be trained to ensure the skill is suitable for IBS implementation.
Quality training at all level is essential to the success of offsite
2.13.7 Extensive planning and scheduling
Early planning is important in achieving good quality, project control and
ensure the smoothness of the project. As said by K. A. M. Kamar et al. (2010), a good,
effective and efficient planning and scheduling could lead to better project
performance. The well planned schedule can ease the related parties and alert to their
task (Ismail et al., 2012). Effective planning and scheduling are important towards
successful IBS implementation and in order to improve planning scheduling, all stages
including initial works, components production at the factory, transported to the
construction site, installation and finishing is involved.
2.13.8 Top Down Commitment
Top down is a commitment of top management to general labours need to work
as a team and coinciding with the source from Ismail et al. (2012), the commitment
from the highest organization is important to ensure successful IBS project
implementation. The execution of IBS require full commitment from management,
and to support the top down approach, adequate support and resources are needed (K.
A. M. Kamar et al., 2010; Musa et al., 2016). It is important in all stages of IBS process
including initial works, components production at the factory, transported to the
construction site, installation and finishing.
39
2.13.9 Proper Guideline
The proper guideline is important to ensure the smooth of the IBS process. The
current existing guideline that they can refer is IBS Catalogues; Precast Concrete
Building Components for Residential Buildings, Modular Coordination Implications
– Building By-Laws and Regulations, Joints and Tolerances for Building Construction
published by CIDB. Different understanding and guideline of one party to another
party can affect the whole process of the IBS. As stated by Mohammad et al. (2014),
the policy that government has been provided also can be the guideline for construction
players to follow (Sashitharan, 2014).
2.13.10 Team Member Involve During the Design Stage
The design stage is the most important stage and every team member including
client, consultant, manufacturer and contractor should involve to avoide any problem
in the middle of construction. The design process has five stages including conceptual,
preliminary design, final design, tender preparation and construction administration.
Involvement of the team member can help avoid the misunderstanding and dispute
throughout the process (Ismail et al., 2012; K. A. M. Kamar et al., 2010; Musa et al.,
2016).
40
2.13.11 Good Working Collaboration
According to Martinez-Moyano (2006), collaboration is a process of two or
more people or organization that work together to achieve the same goals. Good
working collaboration is important in the organizational team as they need to work
together from the start until the completion of the project. A problem that arises among
the team collaboration is because of lack of communication and lack of sharing
information. The way to overcome it by having a good working collaboration because
it could solve any problems arise and ensure the process of IBS is running smoothly
(Ismail et al., 2012; K. A. M. Kamar et al., 2010). The advantages of having a good
bonding among the team member are when any problem arise during the construction,
they can discuss and solve the problem together.
2.13.12 Production
Based on Musa et al. (2016), production of the IBS prefabricated units will
depend on the machinery and equipment and size of the factory. It can be concluded
that the bigger size of the factory, the higher production capacity of modular units can
produce by the factory. The production in a factory also will depend on the material
that has chosen by the client and the material selection affects the cost, design and
construction method of the modular units.
41
2.13.13 Government Policies
Government mandating a policy for government project the use of not less than
70 percent IBS components soring based on IBS-content under the Treasury Circular
SPP 07/2008 (Mohammad et al., 2014). These policies aim to build up momentum and
to establish demand for IBS components, thus bringing the cost down (Din et al.,
2012).
2.13.14 Continuous Improvement and Learning
The process of moving forward towards full continues improvement capability
involves acquiring and embedding key behaviour and is essentially a learning process
(Savolainen, 1999). From research of Neala, Price, and Suer (1993), success factor in
implementing IBS depends on organisation ability to increase learning curve from one
project to another. Therefore, continues improvement and learning can develop
company understanding of the process. (K. A. M. Kamar et al., 2010)
2.13.15 Location of Factory
The location of the factory plays an important role in implementing the IBS
because it is the place that will be spent the most of the time. The transportation from
the location of the factory and site should be considered due to the cost factor. There
are cases stated by Musa et al. (2016), whereby the cost of labour is expensive
compared to the cost of transportation; the manufacturer chooses to build their factory
overseas.
42
2.13.16 Information and Communication Technology (ICT)
Based on K. A. M. Kamar et al. (2010), Information and Communication
Technology (ICT) can be used as a support tools to improve tendering, planning,
monitoring and cost in the implementation of IBS. It also can resolve the practical
communication problems in the construction industry (Pozin & Nawi, 2017). Other
than that, according to Musa et al. (2016), the use of ICT can also enhance modular
construction such as Building Information Modelling (BIM).
2.13.17 Procurement Strategy
Information technology can be effective and productive for materials
management processes. It produces more accurate documents and hence good
conditions for an effective production where errors are discovered early and problems
in the manufacturing and assembly phases can be avoided (Lessing, Stehn, & Ekholm,
2005). As mentioned before, technology improves tendering, planning, monitoring,
distribution, logistics and cost comparison process by establishing collaborative design
integration, accurate data and effective dealing with project documents (K. A. M.
Kamar et al., 2010). Other technology such as information technology (IT) also can
help communication between project parties and can smoothen the project delivery
(Ang, 2015).
43
2.13.18 Direct Top Management Involvement
A strong leadership is important to convince the decision making of the client
to use innovative technology such as IBS for their project. One of the barrier factors
that Malaysia faced on innovation adoption in construction is poor leadership (Nam &
Tatum, 1997). An organization that is more open and support the innovation will tend
to be the good organizational structure and supportive of IBS implementation (K.
Kamar et al., 2009b).
2.13.19 Contracting
“A process of obtaining or delivering the project task such as design that must
be underpinned by contractual forms which encourage the parties to collaborate rather
than in competition” (K. A. M. Kamar et al., 2010; Mohammad et al., 2014; Nawi,
Lee, Kamar, & Hamid, 2011). Contractor mentioned the difficulties to understanding
the client’s need and objectives at the early stage but to achieve the success of the
procurement method, as mentioned by (Love, Skitmore, & Earl, 1998), the client must
be clear of their objectives.
2.13.20 Coordination
IBS project requires the more precise structure of process planning and control
in order to reduce defects and errors due to accurate IBS design, manufacture,
assembly and another related process (Warszawski, 1999). Contractor has a major
responsibility to plan, control, schedule and control field of work and a systematic
44
planning in transportation and logistics need to be prepared to smoothen the process.
Based on Ranns (2005), one of the important aspects of planning and monitoring
internal process is standardisation; can reduce cost, increase the efficiency, ease the
manufacturing process and reduced time to align business processes. One thing that is
concerned about standardization is organization is more distress about process or way
in which the organisation goes about their work but not the end result. It contributes to
a lack of focus on result orientation process and it will not encourage innovation
adoption (K. Kamar et al., 2009b).
2.13.21 Experience Workforce and Technical Capable
Successful implementation requires an experienced workforce and technically
capacity of design, planning, organizing and controlling function with respect to
production, coordination and distribution of components (Warszawski, 1999). As
mentioned by Mohamad, Zawawi, and Nekooie (2009), parties in the construction
industry with high personal experience is generally more ready for IBS
implementation mentally and technically, while technical capable need to considered
as well. For instance, the limitation of production that can be produced at one time,
therefore, it can be the problem and disturb the planning that have been made
(Mohammad et al., 2014).
2.13.22 Knowledge and Awareness in Modular Construction
Knowledge of implementing IBS based on working experience will ensure the
success of IBS implementation (Hatta, 2011) . Unfamiliar and lack of awareness with
IBS concepts and it advantages can be one of the factor of construction players feel
45
difficult in adapting IBS in construction project (Mohammad et al., 2014) and
contributed to a lack of interest from the client and decision makers. Other than
experience, to overcome the unfamiliarity is by joining a seminar or talk that advocate
by CIDB.
2.13.23 Size of Factory
The size of the factory could affect the production of the IBS units. It must
consider the store to keep the materials and modular units. It could be concluded that
the bigger the size of the factory, the more prefabricated units for IBS can be stored
(Musa et al., 2016).
2.13.24 Safety and Health
Safety and health is a significant factor that needs to be considered in every
situation including in producing IBS prefabricated units in the factory. It is regulations
and procedures intended to make sure an accident or injury is avoided. IBS can ensure
a better safety and health to workers in the factory compared to on-site construction.
This is due to on-site construction reveals and exposes the workers to more uncertain
situations rather than in a factory (Musa et al., 2016).
46
2.13.25 Experience
A higher experience on IBS project has more awareness on government
encouragement to use IBS and various type of IBS component available in the market.
A higher experience on IBS project contributes to more understanding of procedure
and management task while implementing IBS. A higher experience on IBS project
has more readiness in terms of mental, technical, and financial (Mohamad et al., 2009).
2.13.26 Quality Assessment and Quality Control
Definition of quality assessment and quality control according to Musa et al.
(2016) is essential to deliver high-quality modular units. A successful IBS project may
be measured by rapid construction, quality production, completion within budget,
extensive planning and scheduling, low risk handling, flexibility of design and
technology of plant and equipment used (Ismail et al., 2012). It also has been said that
fabricated components that manufactured in factory is more quality controlled
compared to on site or traditional construction.
47
2.14 Critical Success Factors by Author
Table 2.5 show the list of the critical success factor and classified by author
from the data collected through literature review:
Table 2.5 Summary of Critical Success Factor by Author
Critical Success Factor Author
1. Effective Communication Pozin and Nawi (2017), Mohammad et al.
(2014), Ismail et al. (2012), K. A. M. Kamar
et al. (2010), Musa et al. (2016)
2. Management of Supply Chain
and Logistic
Mohammad et al. (2014), Ismail et al.
(2012), K. Kamar et al. (2009b)
3. Design Standardisation and
Manufacturing Repetition
K. A. M. Kamar et al. (2010), Abdul Kadir
et al. (2006)
4. Training and Education K. Kamar et al. (2009b), Sashitharan (2014)
5. Machinery and Equipment Musa et al. (2016), Hatta (2011)
6. Skilled Labour for Site
Installation
K. A. M. Kamar et al. (2010), Shahrin and
Zakaria (2016)
7. Extensive Planning and
Scheduling
Ismail et al. (2012), K. A. M. Kamar et al.
(2010)
8. Top Down Commitment Ismail et al. (2012), K. A. M. Kamar et al.
(2010), Musa et al. (2016)
9. Proper Guideline Mohammad et al. (2014), Sashitharan
(2014)
10. Team Member Involve During
the Design Stage
Ismail et al. (2012), K. A. M. Kamar et al.
(2010), Musa et al. (2016)
11. Good Working Collaboration Ismail et al. (2012), K. A. M. Kamar et al.
(2010)
12. Production Musa et al. (2016)
13. Government Policies Mohammad et al. (2014), Din et al. (2012)
14. Continues Improvement and
Learning
K. A. M. Kamar et al. (2010), Neala et al.
(1993)
15. Location of Factory Musa et al. (2016)
16. Information and Communication
(ICT)
Pozin and Nawi (2017), K. A. M. Kamar et
al. (2010), Musa et al. (2016),
17. Procurement Strategy K. A. M. Kamar et al. (2010), Ang (2015),
Lessing et al. (2005)
48
18. Direct Top Management
Involvement
K. Kamar et al. (2009b)
19. Contracting Mohammad et al. (2014), K. A. M. Kamar
et al. (2010)
20. Coordination K. Kamar et al. (2009b), Warszawski
(1999), Ranns (2005)
21. Experience Workforce and
Technical Capable
Ismail et al. (2012), Mohamad et al. (2009),
Warszawski (1999)
22. Knowledge and Awareness in
Modular Construction
Mohammad et al. (2014), Hatta (2011)
23. Size of factory Musa et al. (2016)
24. Safety and Health Musa et al. (2016)
25. Experience Mohamad et al. (2009)
26. Quality Assessment and Quality
Control
Ismail et al. (2012), Musa et al. (2016)
2.15 The Theoretical Framework of the Research
Table 2.6 is a theoretical framework of critical success factor of IBS
implementation and according to Musa et al. (2016), they can be categorized based on
five elements; People, Factory, Management, Technology and Process;
Table 2.6 Critical Success Factor of IBS Implementation by Category
Category Critical Success Factor of IBS implementation
People Effective Communication
Training and Education
Top-Down Commitment
Team Member Involve During the Design Stage
Good Working Collaboration
Continuous Improvement and Learning
Knowledge and Awareness in Modular Construction
Experience
49
Management Management of Supply Chain and Logistics
Government Policies
Direct Top Management Involvement
Contracting
Coordination
Technology Design Standardisation and Manufacturing Repetition
Machinery and Equipment
Production
Information and Communication Technology (ICT)
Procurement Strategy
Quality Assessment and Quality Control
Process Skilled Labour for Site Installation
Extensive planning and scheduling
Proper Guideline
Experience Workforce and Technical Capable
Factory Location of Factory
Size of Factory
Safety and Health
People - Experience and knowledge workers in IBS and continuous
development and training for the people involved in the organisation.
Factory - Factory is essential since the modular are off-site prefabrication in
the factory.
Management - Management of the organisation is essential to guide the
direction of an organisation.
Technology - Technology to produce and the elements of IBS is critical to
lifting and assemble. The technology needed to be up to date and upgraded
base to the technology advancement in the construction industry
Process - For an organisation to execute and operate IBS, it must have a
profound understanding of the overall process.
50
In the elements of people, there were eight factors identified that can lead to
IBS success which were Training and education, effective communication, experience,
good working collaboration, Knowledge and Awareness in Modular Construction and
etc. In term of Factory, only three were found by the researcher; Size of the factory,
the location of factory and safety and health. For Management five were determined;
Management of Supply Chain, Top-Down Commitment, Government Policy,
Contracting and Coordination. Followed by Technology and Process which were six
and four factors respectively.
2.15 Summary
In conclusion, it could be clearly seen that although the government had
promoted IBS widely the outcome is still low and have not exceeded what developed
countries should achieve. However, IBS has the potential to be expanded in
construction for both sectors; public and private.
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CHAPTER 3
RESEARCH METHODOLOGY
3.1 Introduction
Research methodology is the method that used to find, collect, data analysing
and therefore giving a result based on the observation. This chapter deals with how the
study was carried out. It outlines and serves as a guide to the researcher in achieving
the objectives and scopes of the study. The step is taken from the research design, from
how the data collected until how the study conducted and analysed to achieve the
objective and scope of the study.
52
3.2 Research Methodology
The methodologies adopted for this study were literature reviews and
distribution of questionnaires survey forms. Literature reviews were used to determine
the idea, theory and all the information regarding the topic of this research and data
collected through questionnaires survey forms.
3.3 Research Design
This study involves sequences of activities as shown in Figure 3.1 to acquire
the data needed. The followings are the sequences of activities in conducting this
research:
Figure 3.1 Flow of the Design Research
Phase 1
• Peliminary Planning
Phase 2
• Preparation of Questionnaire
• Selection of Respondents
• Data collection
• Data transferring
Phase 3
• Data analyse and interpretation
• Conclusion.
53
3.3.1 Preliminary Planning
Preliminary planning is a stage where the researcher identify the problems that
arise from newspaper, magazines, journals, past thesis and any websites that related to
the IBS in a government project in Malaysia. From identifying the problems,
researcher constructed research question and make it as research objectives and for
this research, the objective is the critical success factors for IBS implementation in
government school project and rank them which is the more critical to the least critical.
In this stage, the researcher gained clear knowledge about the IBS such as
success factor in implementing IBS, the barrier, the current statistic of IBS used in
Malaysia and why IBS is not be used often. This is because of literature review
important in terms of gathering the secondary data and to help achieve the objective.
From literature review also the questionnaire was contributed so that it can meet the
objectives.
3.3.2 Preparation of Questionnaire
A qualitative approach adopted in this research as it is applicable to phenomena
that can be expressed in term of quantity. The researcher used the questionnaire as a tool
to collect information from respondents due to the simple and systematic list of questions
sent to the respondents to answers the questions. It is suitable using questionnaire because
the data of this research is a kind of perception and the statistic is easily getting from the
data collected.
According to Naoum (2012), the questionnaire is a quick method to collect data
from a wide population of respondents and thus, it will come out with a generalised result.
54
The survey forms distributed in obtain the practical data in which the data obtained is
based on real-life industrial environment and the respondent’s personal experience.
Hence, it was designed to cover areas associated with the knowledge of the respondent,
their perception and their experience in IBS.
3.3.3 Process of Designing Questionnaire Form
The questionnaire form clear and well structured, as well as short and simple,
as long as can achieve the objective of the research because too many pages and
unnecessary questions will turn the respondent off. The aim of this survey tool is to
satisfy the objective of the research which is the critical success factors from the
perspective of contractor and consultants and rank them.
3.3.3.1 Questionnaire Form: The Structure
The questionnaire designed, as shown in Figure 3.1, in a way that it is easy to
understand and fill up. The format started with the respondent’s general questions and
subsequently lead to more focus on the subject matter. It devided into three main
sections. Section A covered the personal information of respondents and experience in
construction industry covered in the Section B. Subject that related to success factor
of IBS implementation in government school project were in Section C.
55
Table 3.1 Questionnaire Design
Section Topic Purposes
A
Respondent’s
personal detail
This part covered the background information on
respondents and their experience in construction
industry. They assessed on the name of company,
profession and the involvement of respondent in
IBS.
B
Respondent’s
experience in IBS
project
This part of question is related to the respondent’s
experience in IBS project. This is to determine
their knowledge and awareness of IBS.
C
Success factor of
IBS
In this section, respondent asked on their
perception regarding the implementation of IBS
in government school project in Malaysia.
The method used for the questionnaire designed based on Likert’s Scale of five
ordinal measurements of agreement towards each statement (from 1 to 5) as shown in
Table 3.2.
Table 3.2 Likert's Scale
Significant Least
Critical
Quite
Critical
Moderately
Critical
Critical Most
Critical
Number 1 2 3 4 5
The same format of questionnaire form distributed for different types of
respondents; contractor and consultants (Architect, Quantity Surveyor, and Engineer).
The same level of information and comparison is based on “apple to apple”.
56
3.3.3.2 Vetting the Questionnaire Form
The researcher asked the opinions of fellow peers, classmates and supervisor
and to comment whether the questions were comprehensible to the respondents or the
information requested by the questionnaire was adequate. Appropriate modification
made according to the comments.
3.3.3.3 Distributing or Sending Out the Forms
The questionnaire form distributed through hard copy and soft copy; which
through emails and post with a self-addressed envelope attached to the target
respondents depends on the location of the respondents.
3.3.3.4 Population and Sampling Size
Population for this research focusing on contractor and consultants that had
been involved with IBS for government school in Malaysia. This is to identify the
critical success factor of IBS implementation and analyse, as well as, rank them which
is the most critical and the least critical.
A sample of research is related to the process of selection from the number of
population to be the respondents. In this research, the researcher used convenience
sampling. According to Sapsford and Jupp (2006), convenience sampling means that
57
chooses the individuals that are easiest to reach or sampling that is done easily. This
technique is suitable for this research because it based on the easy availability and
accessibility of respondent to answer the questionnaire.
For this research, out of all contractors and consultants that had been involved
with IBS for government school project, only several selected respondents from
random project was picked and identified the result from contractors and consultants
perspectives. The question prepared by researcher and distributed the questionnaire to
the respondents that helped the researcher to achieve the objective of the research. The
questionnaire distributed to respondents including contractor and consultants
(Architect, Quantity Surveyor, and Engineer).
3.3.4 Data Collection
All information that collected from the questionnaire survey is being analysed
and discussed in Chapter 4 and Chapter 5 respectively.
3.3.5 Data Transferring
Data validation was conducted after the questionnaire had been collected. In
the process of data validation, the answer obtained from the questionnaires has been
checked for accuracy and sustainability for this research purpose.
58
3.3.6 Data Analysis and Interpretation
Once all the completed questionnaire gathered, the next step is the analysis of
the data and determining the direction of this research. This stage involves processing
the data, putting answers to categories and generally finding out the pattern of the
responses (Naoum, 2012).
The data analysed using Statistics Package for Social Science (SPSS) and
Microsoft Excel. SPSS is among the most common statistical method used by
researchers, particularly in the social sciences to analyse the data. In this study, SPSS
used to analyse the variables of frequency and mean score from the data inserted. The
data collected using a questionnaire, the process of entering the data done directly from
the questionnaire whereby each question considered as a variable. After all the data
collected and processed, analysis data conducted to get the percentage, frequency and
mean score.
3.3.6.1 Frequency Tabulation
Frequency tabulation method used to analyse the multiple choice questions.
The purpose of frequency tabulation is to summarize data into the category in order to
determine each individual answer belongs to which category because even very large
data sets can be condensed to a manageable form without substantial loss of
information.
The frequencies converted into percentages of the total number where the
formula is as below:
59
𝑃𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 =𝐹𝑟𝑒𝑞𝑢𝑒𝑛𝑐𝑦 𝑆𝑒𝑙𝑒𝑐𝑡𝑒𝑑 𝐴𝑛𝑠𝑤𝑒𝑟
𝑇𝑜𝑡𝑎𝑙 𝑅𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑛𝑡𝑠 𝑥 100
i. Tabulation
Tabulation is the systematic arrangement of the statistical data in columns or
rows that shows the frequency of each response to each variable. It can be achieved by
tabulating the information. Tabulating is a way of processing information or data by
putting it in a table. For example, a number of respondents involved in IBS is shown in
Table 3.3.
Table 3.3 Number of Respondent Involved in IBS
Involvement in IBS Number Percentage
Yes 38 62.3 %
No 23 37.7%
Total 61 100%
This table concludes the high number of respondents used to involve with IBS
with the percentage of 62.3% and the balance of it is never involve with any IBS
project.
ii. Pie Chart
The frequencies from the table converted into a percentage, which then can be
presented using a pie chart. Pie charts are used to process this frequency in percentages
and show the majority and minority of options.
60
Figure 3.2 Number of Respondents Involvement
Figure 3.2 shows the example of pie chart representing a number of respondents
involved in IBS.
3.3.6.2 Likert’s Scale
Likert’s Scale Analysis is used to get mean value and mean range and from
that, the final interpretation was formed. The mean value of each variable statement
allows each decision made whether the statement affects the respondent or vice versa.
Mean value is the average earned by adding all scores and divided by the number of
respondents. This value explains the tendency of each variable on average.
Yes, 62.30%
No, 37.70%
NUMBER OF RESPONDENTS INVOLVED IN IBS
Yes
No
61
The mean score was calculated using the formulae below:
𝑥 = ∑ 𝑥𝑖
𝑁
Where,
𝑥 = Mean Value
∑ 𝑥𝑖 = the sum of all the scores in the set
𝑁 = the number of scores or observations in the set
For instance;
Table 3.4 Mean Score
Critical Success Factor
Frequencies for Likert’s
Scale
Mean Score
1 2 3 4 5 Total
Effective
Communication 0 0 7 24 30 61 4.38
𝑀𝑒𝑎𝑛 𝑆𝑐𝑜𝑟𝑒 = (1𝑥0) + (2𝑥0) + (3𝑥7) + (4𝑥24) + (5𝑥30)
0 + 0 + 7 + 7 + 24 + 30
=267
61
𝑀𝑒𝑎𝑛 𝑆𝑐𝑜𝑟𝑒 = 4.38
Next, the mean value obtained from the formula above then be categorised into a
few categories based on the mean range formula below:
62
𝑀𝑒𝑎𝑛 𝑅𝑎𝑛𝑔𝑒 = 𝐿𝑎𝑟𝑔𝑒𝑠𝑡 𝑆𝑐𝑎𝑙𝑒 − 𝑆𝑚𝑎𝑙𝑙𝑒𝑠𝑡 𝑆𝑐𝑎𝑙𝑒
5
= 5 − 1
5
= 0.80
After that, the mean value was tabulated and divided into 5 different classes
was shown in Table 3.5 as suggested by Naoum (2012).
Table 3.5 Mean Interpretation
Mean Value Critical Level
1.00 – 1.80 Not At All Critical
1.81 – 2.60 Slightly Critical
2.61 – 3.40 Moderately Critical
3.41 – 4.20 Very Critical
4.21 – 5.00 Extremely Critical
Based on the example in Table 3.4, the mean value is 4.38. According to Table
3.5, the mean score falls in the “Extremely Critical” level, so it means that respondents
agreed that effective communication is extremely critical success factor in achieving
successful IBS.
63
3.4 Conclusion
The conclusion of this research is the result of the researcher’s objective; the
critical success factors for IBS in government school project. After analysing the data
collected, the conclusion made based on the results that discussed further in Chapter 4
and Chapter 5.
64
CHAPTER 4
DATA COLLECTION AND ANALYSIS
4.1 Introduction
This chapter discusses the analysis and findings of the critical success factor of
IBS implementation in government school project. This chapter consisted of four parts.
The first part showed the number of questionnaires delivered. The second part presents
the background of the respondents which are demographic information and
employment information. Meanwhile, the third part revealed the experience and
involvement respondents in IBS and the last part reported the critical success factor of
IBS implementation in government school project.
65
4.2 Questionnaire Delivered
The questionnaire was distributed to the respondents through manually and
online. A total of 220 questionnaires were handed out to firms manually and sending
to firms through the post with a self-addressed envelope attached. The questionnaire
was distributed to firms that have an experience or involvement in IBS for government
school project. As mentioned in Chapter 3, list of firms that have been involved in this
project was obtained from Kementerian Pendidikan Malaysia (KPM). Firms and
respondents in the firms were picked at random. The return rate was more than half
which was 74.55% where 164 completed questionnaires had been returned as shown
in Table 4.1.
Table 4.1 Distribution of Questionnaire Survey Forms
Profession Number Percentage (%)
Returned Questionnaires 164 74.55%
Unreplied Questionnaires 56 25.45%
Total Distribution 220 100%
4.3 Background and Demographic Information
The Background of the respondents was required in the questionnaire such as
the name of the respondent which was optional and the name of the company that
respondents worked for. However, in this section, only demographic information
obtained from respondent’s profession and the years of work experience will be
discussed. All the information was obtained from the section A of the questionnaire.
66
4.3.1 Background Information
From the total 164 respondents, the highest respondents were C&S Engineer
with 33.5%, followed by second highest, Quantity Surveyor with a percentage of 22%.
Respondents from M&E Engineers were 29 or 17.7% and 15.9% were Architects. A
respondent from the contractors was the lowest due to their busy scheduling and hard
to be reached. The breakdown is as shown as a breakdown in Table 4.2 below.
Table 4.2 Respondent’s Profession
Profession Frequency Percentage (%)
Contractor 18 11.0
Architect 26 15.9
Quantity Surveyor 36 22.0
C&S Engineer 55 33.5
M&E Engineer 29 17.7
Total 164 100.0
4.3.2 Years of Experience
Table 4.3 shows the frequency and percentage of all respondents by years of
experience. As far as working experience is concerned, the largest number of responses
came from the two group with working experience of fewer than 5 years and 10 to 15
years. Both shared the same percentage of 28%. Second highest quantities, with a total
of 42 respondents come from a respondent who has more than 16 years working
experience.
67
Table 4.3 Respondent’s Years of Experience
Years of Experience Frequency Percentage
<5 years 46 28.0
6 - 10 years 30 18.3
10 - 15 years 46` 28.0
>16 years 42 25.6
Total 164 100.0
4.4 Experience in IBS Project
This section discussed related to respondents awareness, knowledge and
involvement in IBS project.
4.4.1 Respondents’ Awareness in IBS
Table 4.4 Respondents’ Awareness in IBS
Respondent's Awareness Total
Poor Moderate Good
Respondent's
Experience
<5 years 3 28 15 46
6 - 10 years 1 16 13 30
10 - 15 years 0 13 33 46
>16 years 0 10 32 42
Total 4 67 93 164
68
Based on Table 4.4, 93 total respondents which were more than half of the
respondents claimed themselves have a high level of awareness towards IBS in the
construction industry. Majority of respondents who answered “good” were two group
of respondents that came from 10 to 15 years and more than 16 years. While 40.85%
or 67 respondents claimed themselves as “moderate” and the rest 2.44% or 4
respondents answered “poor” and most of the respondents who responded to poor
came from a group of fewer than five years’ experience.
4.4.2 Respondents’ knowledge of IBS
Figure 4.1 Respondents’ Knowledge of IBS
Figure 4.1 shows that most of the respondents have moderate knowledge on
IBS. They claimed as they highly aware and alert on the existence of IBS, however,
they have moderate knowledge of IBS. Second, the highest percentage of 37.80%
declared that they have good knowledge on IBS and 4.27% professed on poor
knowledge concerning IBS.
4.27%
57.93 %
37.8 %
Respondent's Knowledge
Poor Moderate Good
69
4.4.3 Respondent’s Involvement with IBS
Table 4.5 Respondent’s Involvement with IBS
Respondent's
Involvement with IBS Total
Yes No
Respondent's
Profession
Contractor 18 0 18
Architect 24 2 26
Quantity Surveyor 28 8 36
C&S Engineer 45 10 55
M&E Engineer 24 5 29
Total 139 25 164
Based on Table 4.5, out of 164 respondents, there were more than half has been
involved in IBS project with 139 respondents. The highest number of respondents that
have been involved was C&S with 45 respondents, followed by Quantity Surveyor,
Architect and M&E Engineer with 28, 24 and 24 respondents respectively. They were
25 respondents that never been involved in any IBS project in Malaysia.
4.4.4 Respondents’ Involvement in Government School That Using IBS
Table 4.6 Respondents’ Involvement in Government School That Using IBS
Frequency Percentage
Yes 110 67.1
No 54 32.9
Total 164 100.0
70
Out of 139 respondents that have been involved in IBS project, only 110
respondents were considered to analyse due to they do not have any experience that
related to government school project that using IBS and they lacked knowledge on
factors that could contribute in achieving success to the project. Thus, their answer for
the next section, Section C, were invalid.
4.5 Analysis Objective 1: The Critical Success Factor of IBS Implementation
in Government School Project
In this section, respondents were asked to rate their level of critical success
factor of IBS implementation in school government project. A five-point Likert’s scale
was used, where “1” represented least critical, “2” quite critical, “3” moderately
critical, “4” critical and “5” represented most critical. The mean score for each
question asked was calculated and then ranked from the highest to the lowest mean as
displayed in the table in this section.
The category for the level of importance is as explained in Chapter 3. The table
below shows the category for the level of critical.
Table 4.7 Level of Critical
Mean Value Critical Level
1.00 – 1.80 Not At All Critical
1.81 – 2.60 Slightly Critical
2.61 – 3.40 Moderately Critical
3.41 – 4.20 Very Critical
4.21 – 5.00 Extremely Critical
71
All the 5 categories (A, B, C, D and E) as in questionnaire survey were
examined.
4.5.1 Organization Factor
Experience and knowledge workers in IBS and continuous development and
training for the people involved in the organisation is one of the factors that could
contribute the success of the government school project that using IBS.
4.5.1.1 Organization Factor by Contractor
Table 4.8 Mean Score of Organization Factor by Contractor
Mean score Ranking Critical Level
A1. Knowledge and Awareness
Familiarity with IBS Concept 3.83 4 Very Critical
Basic Concept of IBS Principles 3.61 8 Very Critical
Technical Knowledge 3.67 7 Very Critical
A2. Training and Education
Joining seminar or talk that run by
government or CIDB 3.28 11
Moderately
Critical
Training and workshop on IBS for all
levels of the worker to work with IBS 3.44 9 Very Critical
Intensive training programs for skills
like assembling and erecting 3.61 8 Very Critical
A3. Team Work
Team member involvement 4.00 2 Very Critical
Top-Down Commitment – Top
management and general labour work as
a team
4.00 2 Very Critical
72
Good working Collaboration 4.06 1 Very Critical
A4. Communication
Amongst team members (client,
consultants, contractor) 3.94 3 Very Critical
Supply chain (Supplier and contractor) 3.72 6 Very Critical
Communication during the planning
stage 3.78 5 Very Critical
A5. Personal Working Attitude
Employee’s mindset 3.67 7 Very Critical
Continues improvement and learning 3.67 7 Very Critical
Organizational culture change 3.44 9 Very Critical
Experience 3.39 10
Moderately
Critical
A6. Relationship
The close relationship between main
contractor, sub-contractor and supplier
from the early stage
3.72 6 Very Critical
Trust among participants 3.61 8 Very Critical
Commitment among team member 3.78 5 Very Critical
Table 4.8 shows the mean score as well as ranking for the organization factor
among contractor respondents. The 6 categories of organizational factors were worded
not at all critical to extremely critical based on the mean score. By ranking, the
contractor has agreed the very critical factor is good working collaboration under
teamwork. Based on Martinez-Moyano (2006), a good working collaboration is very
important in the organizational team to achieve a mutual goal and they have to work
together from the start until the completion of the project. Next is two factors that
shared the same mean score of 4.00, team member involvement and top-down
commitment which both fell under the same category as the first rank which was
teamwork. Research conducted by Charnwasununth, Yabuki, and Tongthong (2009),
a problem that arises among the team collaboration is because of lack of
communication and lack of sharing information. The advantages of having a good
bonding among the team member are when any problem arise during the construction,
they can discuss and solve the problem together.
73
The last ranking that contractor thought it was least critical for a successful
project was joining a seminar or talk that run by Government or CIDB. This is due to
contractor tend to have no time to attend any training and education seminar as they
have a packed schedule in a construction site.
4.5.1.2 Organization Factor by Architect
Table 4.9 Mean Score of Organization Factor by Architect
Mean score Ranking Critical Level
A1. Knowledge and Awareness
Familiarity with IBS Concept 4.14 5 Very Critical
Basic Concept of IBS Principles 4.18 4 Very Critical
Technical Knowledge 4.00 7 Very Critical
A2. Training and Education
Joining seminar or talk that run by
government or CIDB 3.73 10 Very Critical
Training and workshop on IBS for all
levels of the worker to work with IBS 3.64 11 Very Critical
Intensive training programs for skills
like assembling and erecting 3.55 12 Very Critical
A3. Team Work
Team member involvement 3.86 9 Very Critical
Top-Down Commitment – Top
management and general labour work
as a team
4.23 3 Extremely
Critical
Good working Collaboration 4.23 3
Extremely
Critical
A4. Communication
Amongst team members (client,
consultants, contractor) 4.14 5 Very Critical
Supply chain (Supplier and contractor) 4.27 2
Extremely
Critical
Communication during the planning
stage 4.23 3
Extremely
Critical
A5. Personal Working Attitude
Employee’s mindset 4.05 6 Very Critical
74
Continues improvement and learning 4.14 5 Very Critical
Organizational culture change 3.95 8 Very Critical
Experience 4.14 5 Very Critical
A6. Relationship
The close relationship between main
contractor, sub-contractor and supplier
from the early stage
4.32 1 Extremely
Critical
Trust among participants 4.18 4 Very Critical
Commitment among team member 4.18 4 Very Critical
The Table 4.9 shows mean score of organization factor by the architect. The
highest ranking was a close relationship between main contractor, sub-contractor and
supplier from an early stage with a mean score of 4.32. It was an extremely critical
factor for an architect to make sure that the IBS school project achieves success. This
is due to the architect that need to design the school, so they need to have a close
relationship with suppliers in achieving information regarding materials that suitable
for the school building. Second-ranking is supply chain. It related to the first rank and
the third rank was a top-down commitment, good working collaboration and
communication during planning stage with the same mean score of 4.23. The architect
believes that a commitment of top management to general labours need to work as a
team is a factor that can make school project that using IBS successful.
The last three lowest ranking was fallen under the same category which was
training and education. The all three of joining seminar, training to work with IBS and
intensive training programs were the least critical factor for a successful project. This
might be due to unnecessary for them to attend as it does not benefit them in designing
the plan.
75
4.5.1.3 Organization Factor by Quantity Surveyor
Table 4.10 Mean Score of Organization Factor by Quantity Surveyor
Mean score Ranking Critical Level
A1. Knowledge and Awareness
Familiarity with IBS Concept 3.90 3 Very Critical
Basic Concept of IBS Principles 3.86 4 Very Critical
Technical Knowledge 4.05 1 Very Critical
A2. Training and Education
Joining seminar or talk that run by
government or CIDB 3.57 9 Very Critical
Training and workshop on IBS for all
levels of the worker to work with IBS 3.71 6 Very Critical
Intensive training programs for skills like
assembling and erecting 3.52 10 Very Critical
A3. Team Work
Team member involvement 3.86 4 Very Critical
Top-Down Commitment – Top
management and general labour work as a
team
3.86 4 Very Critical
Good working Collaboration 3.90 3 Very Critical
A4. Communication
Amongst team members (client,
consultants, contractor) 4.00 2 Very Critical
Supply chain (Supplier and contractor) 3.90 3 Very Critical
Communication during the planning stage 3.81 5 Very Critical
A5. Personal Working Attitude
Employee’s mindset 3.62 8 Very Critical
Continues improvement and learning 3.71 6 Very Critical
Organizational culture change 3.57 9 Very Critical
Experience 3.67 7 Very Critical
A6. Relationship
The close relationship between main
contractor, sub-contractor and supplier
from the early stage
3.67 7 Very Critical
Trust among participants 3.43 11 Very Critical
Commitment among team member 3.86 3 Very Critical
76
Table 4.10 shows the mean score as well as ranking for the organization factor
among respondents from a quantity surveyor. The level of critical from the quantity
surveyor’s perspective was uniform for all organization factor with level of “very
critical”. However, the highest mean score was technical knowledge with 4.05.
Technical capable in term of understanding the design, planning, organizing and
controlling function with respect to production, coordination and distribution of
components and communication. Second highest was communication among team
members; client, consultant, a contractor with a mean score of 4.00. Effective
communication amongst team members in a modular construction project is important
to ensure no miscommunication (Musa et al., 2016). Miscommunication happens
because of the complexity of the construction project are become critical as they have
to handle multiple teams and additional requirement process at the same time.
4.5.1.4 Organization Factor by C&S Engineer
Table 4.11 Mean Score of Organization Factor by C&S Engineer
Mean score Ranking Critical Level
A1. Knowledge and Awareness
Familiarity with IBS Concept 3.44 8 Very Critical
Basic Concept of IBS Principles 3.63 4 Very Critical
Technical Knowledge 3.52 7 Very Critical
A2. Training and Education
Joining seminar or talk that run by
government or CIDB 3.41 9 Very Critical
Training and workshop on IBS for all
levels of the worker to work with IBS 3.41 9 Very Critical
Intensive training programs for skills like
assembling and erecting 3.63 4 Very Critical
A3. Team Work
Team member involvement 3.56 6 Very Critical
Top-Down Commitment – Top
management and general labour work as
a team
3.59 5 Very Critical
77
Good working Collaboration 3.74 2 Very Critical
A4. Communication
Amongst team members (client,
consultants, contractor) 3.67 3 Very Critical
Supply chain (Supplier and contractor) 3.67 3 Very Critical
Communication during the planning
stage 3.63 4 Very Critical
A5. Personal Working Attitude
Employee’s mindset 3.52 7 Very Critical
Continues improvement and learning 3.56 6 Very Critical
Organizational culture change 3.74 2 Very Critical
Experience 3.56 6 Very Critical
A6. Relationship
The close relationship between main
contractor, sub-contractor and supplier
from the early stage
3.85 1 Very Critical
Trust among participants 3.74 2 Very Critical
Commitment among team member 3.63 4 Very Critical
Table 4.8 shows mean score of organization factor by C&S Engineer. It shows
that first and second highest fell under factor of relationship. C&S agreed that close
relationship between main contractor, sub-contractor and supplier from the early stage
and trust among participants were the most critical factor. The good working
collaboration was the second highest with the mean score of 3.74. Good working
collaboration is important in the organizational team as they need to work together
from the start until the completion of the project.
Same as other profession, C&S Engineer agreed that joining seminar that
organised by government or workshop on IBS was the least factor in making the school
government project success. This proves that construction in Malaysia had a poor
record at investing into training education (Ball, 1996) and studies had conducted
before, most of the local professionals and contractors lack technical knowledge and
experience in the IBS and they are not fully familiar with modular coordination and
standardization concept related with IBS design process and assembling.
78
4.5.1.5 Organization Factor by M&E Engineer
Table 4.12 Mean Score of Organization Factor by M&E Engineer
Mean score Ranking Critical Level
A1. Knowledge and Awareness
Familiarity with IBS Concept 3.95 8 Very Critical
Basic Concept of IBS Principles 4.00 7 Very Critical
Technical Knowledge 4.09 5 Very Critical
A2. Training and Education
Joining seminar or talk that run by
government or CIDB 3.64 14 Very Critical
Training and workshop on IBS for all
levels of the worker to work with IBS 4.05 6 Very Critical
Intensive training programs for skills like
assembling and erecting 3.77 12 Very Critical
A3. Team Work
Team member involvement 3.68 13 Very Critical
Top-Down Commitment – Top
management and general labour work as
a team
3.95 8 Very Critical
Good working Collaboration 4.18 3 Very Critical
A4. Communication
Amongst team members (client,
consultants, contractor) 4.27 1
Extremely
Critical
Supply chain (Supplier and contractor) 4.05 6 Very Critical
Communication during the planning
stage 4.23 2
Extremely
Critical
A5. Personal Working Attitude
Employee’s mindset 3.82 11 Very Critical
Continues improvement and learning 3.91 9 Very Critical
Organizational culture change 3.77 12 Very Critical
Experience 4.00 7 Very Critical
A6. Relationship
The close relationship between main
contractor, sub-contractor and supplier
from the early stage
4.14 4 Very Critical
Trust among participants 3.86 10 Very Critical
Commitment among team member 4.00 7 Very Critical
79
Table 4.12 shows mean score of organization factor by M&E Engineer. There
were two factors agreed by M&E Engineer to be the extremely critical factor in
achieving success for a school that using IBS. Those two fell under the same category;
communication. Effective communication amongst team members (client, consultants,
manufacturer, contractor) is important in a prefabricated construction project to ensure
no miscommunication (Musa et al., 2016). Third and fourth highest mean scores were
good working collaboration and close relationship between main contractor, sub-
contractor and supplier from the early stage, respectively. Same as other profession’s
perception on joining seminar, it stayed at the lowest mean score with 3.64.
4.5.2 Management Factor
Management of the organisation is essential to guide the direction of an
organisation.
4.5.2.1 Management Factor by Contractor
Table 4.13 Mean Score of Management Factor by Contractor
Mean score Ranking Critical Level
B1. Management
Direct top management involvement in
managing the project 3.56 4 Very Critical
Management of Supply Chain 3.89 1 Very Critical
Transportation 3.89 1 Very Critical
B2. Government Policy
Tax incentives 3.33 5 Moderately
Critical
Reduce foreign workers 3.17 6 Moderately
Critical
B3. Coordination
80
Coordination throughout the entire
project phases 3.72 2 Very Critical
Coordination of team member (client,
consultants, manufacturer, contractor) 3.61 3 Very Critical
Well organized, cohesive management
team 3.61 3 Very Critical
Table 4.13 shows the mean score as well as ranking and their critical level for
management factor by contractor. By ranking, contactor have agreed the most factor
that helped in achieving success was transportation and management of supply chain.
Both shared the same mean score with 3.89. Transportation can be a significant factor
for contractor because every distance is a cost and transportation from a place to
another place required other cost as well. Other than that, supply chain also important
factor because is defined as a product or service from supplier to contractor and it
involves all stages of IBS process including initial works, components production at
factory, transported to construction site, installation and finishing ensuring successful
IBS project implementation. Second highest score was coordination throughout the
entire project phases. Coordination is one of the important aspects of planning and
monitoring internal process; it can reduce cost, increase the efficiency, ease the
manufacturing process and reduced time to align business processes.
Contractor agreed that the least critical factor were both in the same category
which is government policy. They did not agreed that government policy such as tax
incentive and reducing foreign workers are actually help the success of IBS
implementation for school.
81
4.5.2.2 Management Factor by Architect
Table 4.14 Mean Score of Management Factor by Architect
Mean score Ranking Critical Level
B1. Management
Direct top management involvement in
managing the project 4.36 3
Extremely
Critical
Management of Supply Chain 4.45 2 Extremely
Critical
Transportation 4.36 3 Extremely
Critical
B2. Government Policy
Tax incentives 4.14 5 Very Critical
Reduce foreign workers 4.00 6 Very Critical
B3. Coordination
Coordination throughout the entire
project phases 4.36 3
Extremely
Critical
Coordination of team member (client,
consultants, manufacturer, contractor) 4.27 4
Extremely
Critical
Well organized, cohesive management
team 4.50 1
Extremely
Critical
Table 4.14 shows the mean score, their ranking and level of critical of
management factors by architect. Among the factors stated in table above, all the
factors were grouped into high level of mean, extremely critical, except tax incentive
and reduce foreign workers, it was grouped in very critical level of mean. Both of them
are the lowest with the mean score of 4.00 and 4.14 respectively. Architect did not
agreed on government policy could helped them in achieving success in school project
that using IBS.
82
4.5.2.3 Management Factor by Quantity Surveyor
Table 4.15 Mean Score of Management Factor by Quantity Surveyor
Mean score Ranking Critical Level
B1. Management
Direct top management involvement in
managing the project 3.57 7 Very Critical
Management of Supply Chain 3.67 6 Very Critical
Transportation 3.71 5 Very Critical
B2. Government Policy
Tax incentives 3.86 4 Very Critical
Reduce foreign workers 3.52 8 Very Critical
B3. Coordination
Coordination throughout the entire
project phases 4.10 2 Very Critical
Coordination of team member (client,
consultants, manufacturer, contractor) 4.14 1 Very Critical
Well organized, cohesive management
team 4.05 3 Very Critical
Table 4.15 shows the mean score of management factor by quantity surveyor.
The highest mean score of 4.11 is coordination of team member; client, consultant,
manufacturer, contractor, followed by coordination throughout the entire project. If
there is no coordination in delivering a project, there is no success and leads to
miscommunication that could delay the completion of work done. IBS project requires
the more precise structure of process planning and control in order to reduce defects
and errors due to accurate IBS design, manufacture, assembly and another related
process (Gibb, 2001).
83
4.5.2.4 Management Factor by C&S Engineer
Table 4.16 Mean Score of Management Factor by C&S Engineer
Mean score Ranking Critical Level
B1. Management
Direct top management involvement in
managing the project 3.30 8
Moderately
Critical
Management of Supply Chain 3.59 5 Very Critical
Transportation 3.74 2 Very Critical
B2. Government Policy
Tax incentives 3.41 6 Very Critical
Reduce foreign workers 3.37 7 Moderately
Critical
B3. Coordination
Coordination throughout the entire
project phases 3.67 3 Very Critical
Coordination of team member (client,
consultants, manufacturer, contractor) 3.63 4 Very Critical
Well organized, cohesive management
team 3.78 1 Very Critical
Based on Table 4.16, it shows that well organised management team helped in
giving success for IBS school project with 3.78, followed by transportation with the
mean score of 3.74 and coordination throughout the entire project phases with 3.67.
The lowest mean score for management factor by C&S Engineer is direct top
management involvement in managing the project with the mean score of 3.30. C&S
Engineer felt it was a better way when solving matters or problems at the early stage
without top management involvement.
84
4.5.2.5 Management Factor by M&E Engineer
Table 4.17 Mean Score of Management Factor by M&E Engineer
Mean score Ranking Critical Level
B1. Management
Direct top management involvement in
managing the project 4.05 5 Very Critical
Management of Supply Chain 3.91 7 Very Critical
Transportation 4.09 4 Very Critical
B2. Government Policy
Tax incentives 3.95 6 Very Critical
Reduce foreign workers 4.09 4 Very Critical
B3. Coordination
Coordination throughout the entire
project phases 4.27 2
Extremely
Critical
Coordination of team member (client,
consultants, manufacturer, contractor) 4.45 1
Extremely
Critical
Well organized, cohesive management
team 4.18 3 Very Critical
Table 4.17 shows the mean score as well as ranking and their critical level for
management factor by M&E Engineer. By ranking, M&E Engineer have agreed the
most factor that helped in achieving success was coordination of team member and
coordination throughout the entire project phases with the mean score of 4.45 and 4.27
respectively. Both of the factors fell into extremely critical level. Same as other
profession, M&E Engineer had the same point of view regarding the importance of
coordination of team member and coordination throughout the entire project in
achieving a success school IBS project.
However, management of supply chain got the least mean score, 3.91. Supply
Chain Management is defined as a product or service from supplier to customer and it
involves all stages of IBS process including initial works, components production at
the factory, transported to the construction site, installation and finishing. However, it
85
was not a factor that M&E Engineer thought was critical in the management factor
compared to other factors in achieving success IBS project.
4.5.3 Technology Factor
Technology to produce and the elements of IBS is critical to lifting and
assemble. The technology needed to be up to date and upgraded base to the technology
advancement in the construction industry
4.5.3.1 Technology Factor by Contractor
Table 4.18 Mean Score of Technology Factor by Contractor
Mean score Ranking Critical Level
C1. Information Technology
Procurement strategy – produce more
accurate documents 3.56 4 Very Critical
Communication between project parties 3.50 5 Very Critical
Smoothen project delivery 4.27 1
Extremely
Critical
C2. Machinery And Equipment
Suitable selection of equipment 3.50 5 Very Critical
Tax incentive from purchasing
equipment 3.44 6 Very Critical
Adaptability 3.50 5 Very Critical
C3. Production
Productivity rate 3.44 6 Very Critical
Selection of material 3.67 2 Very Critical
Quality assessment and Quality control 3.61 3 Very Critical
Design standardization and repetition
involving software 3.67 2 Very Critical
86
Based on Table 4.18, most of respondents from contractor expressed that
smoothen project delivery using Information Technology (IT) helped them in getting
a success IBS school project with the mean score of 4.27. The critical level is also at
the highest one; extremely critical. The second highest fell under the same factor which
was production; selection of material and design standardization and repetition
involving software with mean score of 3.67.
While there were also two lowest that shared the same mean score with 3.44;
Tax incentive from purchasing equipment and productivity rate. Machinery will ensure
higher productivity rate compared to manpower but purchasing new machinery,
mould, importing foreign technology and wages of skilled workers are making the
initial cost of IBS 12 to 13 percent higher than conventional method (Rahman & Omar,
2006).
4.5.3.2 Technology Factor by Architect
Table 4.19 Mean Score of Technology Factor by Architect
Mean score Ranking Critical Level
C1. Information Technology
Procurement strategy – produce more
accurate documents 4.23 3
Extremely
Critical
Communication between project parties 4.32 1 Extremely
Critical
Smoothen project delivery 4.27 2 Extremely
Critical
C2. Machinery And Equipment
Suitable selection of equipment 4.05 5 Very Critical
Tax incentive from purchasing equipment 3.68 7 Very Critical
Adaptability 4.18 4 Very Critical
C3. Production
Productivity rate 4.05 5 Very Critical
Selection of material 3.86 6 Very Critical
87
Quality assessment and Quality control 4.27 2 Extremely
Critical
Design standardization and repetition
involving software 4.23 3
Extremely
Critical
Table 4.19 shows the mean score and their ranking of technology factor by
architect. They agreed that communication between project parties assisted them
toward the project success. Successful communication is a social skill involving
effective interaction between people to deliver the project objectives. It followed by
smoothen project delivery and quality assessment and control on the production with
the mean score of 4.27. Quality Assessment and Quality Control is essential to deliver
high-quality modular units.
Architect thought procurement strategy which produce more accurate
documents and design standardization and repetition involving software would be the
third factor. All the top three highest fell into the critical level of extremely critical.
4.5.3.3 Technology Factor by Quantity Surveyor
Table 4.20 Mean Score of Technology Factor by Quantity Surveyor
Mean score Ranking Critical Level
C1. Information Technology
Procurement strategy – produce more
accurate documents 3.90 3 Very Critical
Communication between project parties 3.95 2 Very Critical
Smoothen project delivery 3.90 3 Very Critical
C2. Machinery And Equipment
Suitable selection of equipment 3.48 7 Very Critical
Tax incentive from purchasing
equipment 3.10 8
Moderately
Critical
Adaptability 3.57 6 Very Critical
88
C3. Production
Productivity rate 4.05 1 Very Critical
Selection of material 3.76 4 Very Critical
Quality assessment and Quality control 3.76 4 Very Critical
Design standardization and repetition
involving software 3.62 5 Very Critical
The table 4.20 above shows the mean score of technology factor with the
ranking and critical level by quantity surveyor. The highest mean score is production
rate with 4.05, followed by communication between project parties with 3.95. Third
highest is procurement strategy with 3.90 of mean score. Quantity surveyor agreed that
information technology can be effective and productive for materials management
processes. It produces more accurate documents and hence good conditions for an
effective production where errors are discovered early and problems in the
manufacturing and assembly phases can be avoided (Lessing et al., 2005)
4.5.3.4 Technology Factor by C&S Engineer
Table 4.21 Mean Score of Technology Factor by C&S Engineer
Mean score Ranking Critical Level
C1. Information Technology
Procurement strategy – produce more
accurate documents 3.33 5
Moderately
Critical
Communication between project parties 3.48 3 Very Critical
Smoothen project delivery 3.41 4 Very Critical
C2. Machinery And Equipment
Suitable selection of equipment 3.52 2 Very Critical
Tax incentive from purchasing equipment 3.26 6 Moderately
Critical
Adaptability 3.41 4 Very Critical
C3. Production
Productivity rate 3.26 6 Moderately
Critical
89
Selection of material 3.70 1 Very Critical
Quality assessment and Quality control 3.41 4 Very Critical
Design standardization and repetition
involving software 3.33 5
Moderately
Critical
Table 4.21 shows mean score of technology factor by C&S Engineer. It shows
that the highest mean score fell under production. They had the same opinion on
selection of material helped in contributing the success of school that using IBS. The
lowest mean score are tax incentive from purchasing equipment and productivity rate,
that shared with the same mean score; 3.26. Government offers a tax incentive from
purchasing energy efficient equipment and the purpose of it is to encourage company
on purchasing plant and machinery for the use of producing IBS elements but it was
not important for C&S Engineer in achieving success for school project.
4.5.3.5 Technology Factor by M&E Engineer
Table 4.22 Mean Score of Technology Factor by M&E Engineer
Mean score Ranking Critical Level
C1. Information Technology
Procurement strategy – produce more
accurate documents 4.05 1 Very Critical
Communication between project parties 4.05 1 Very Critical
Smoothen project delivery 4.05 1 Very Critical
C2. Machinery And Equipment
Suitable selection of equipment 4.00 2 Very Critical
Tax incentive from purchasing
equipment 3.82 4 Very Critical
Adaptability 4.05 1 Very Critical
C3. Production
Productivity rate 4.00 2 Very Critical
Selection of material 3.77 5 Very Critical
Quality assessment and Quality control 4.00 2 Very Critical
90
Design standardization and repetition
involving software 3.95 3 Very Critical
Table 4.22 shows the mean score of technology factor by M&E Engineer.
There were four factors that shared the same mean score of 4.05, which was the
highest mean score of technology factor. They were procurement strategy – produce
more accurate documents, communication between project parties, smoothen
project delivery and adaptability. The second highest with the score of 4.00 were
suitable selection of equipment and productivity rate. The least important factor for
M&E Engineer to achieve success was selection of materials with the mean score
of 3.77.
4.5.4 Process Factor
For an organisation to execute and operate IBS, it must have a profound
understanding of the overall process.
4.5.4.1 Process Factor by Contractor
Table 4.23 Mean Score of Process Factor by Contractor
Mean score Ranking Critical Level
D. Process
Proper guideline to ensure the smooth of
the IBS process 3.83 1 Very Critical
Well planning & scheduling 3.67 2 Very Critical
91
Bringing experts & experienced
workforce and technical skill to improve
the IBS process
3.61 3 Very Critical
Table 4.23 shows mean score of process factor by contractor with ranking and
critical level of each factor. The highest mean score is a proper guideline to ensure the
smooth of the IBS process with 3.83, followed by well planning and scheduling with
3.67 and bringing experts & experienced workforce and technical skill to improve the
IBS process with 3.61. As a contractor, it is important to have a proper guideline to
ensure the smooth of the IBS process and effective planning and scheduling
contributed towards successful IBS implementation (Cheung, Chan, & Kajewski,
2012).
4.5.4.2 Process Factor by Architect
Table 4.24 Mean Score of Process Factor by Architect
Mean score Ranking Critical Level
D. Process
Proper guideline to ensure the smooth of
the IBS process 4.05 2 Very Critical
Well planning & scheduling 4.18 1 Very Critical
Bringing experts & experienced
workforce and technical skill to improve
the IBS process
4.05 2 Very Critical
Based on Table 4.24, the highest mean score is well planning and scheduling
with 4.18, followed by proper guideline and bringing experts & experienced workforce
and technical skill to improve the IBS process that shared the same mean score, 4.05.
All of the factors were at the level of very critical.
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4.5.4.3 Process Factor by Quantity Surveyor
Table 4.25 Mean Score of Process Factor by Quantity Surveyor
Mean score Ranking Critical Level
D. Process
Proper guideline to ensure the smooth
of the IBS process 4.14 3 Very Critical
Well planning & scheduling 4.24 1 Extremely
Critical
Bringing experts & experienced
workforce and technical skill to
improve the IBS process
4.19 2 Very Critical
The table 4.25 above shows the mean score of process factor with the ranking
and critical level by quantity surveyor. It shows that well planning and scheduling is
extremely critical to quantity surveyor in achieving success for IBS school project with
mean score of 4.24. Well planned schedule can ease the related parties and alert to
their task. The second highest is bringing experts & experienced workforce and
technical skill to improve the IBS process with 4.19. as mentioned by Warszawski
(1999), successful implementation requires an experience workforce. The least critical
for quantity surveyor for process factor is a Proper guideline.
4.5.4.4 Process Factor by C&S Engineer
Table 4.26 Mean Score of Process Factor by C&S Engineer
Mean score Ranking Critical Level
D. Process
Proper guideline to ensure the smooth of
the IBS process 3.59 1 Very Critical
Well planning & scheduling 3.52 2 Very Critical
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Bringing experts & experienced
workforce and technical skill to improve
the IBS process
3.59 1 Very Critical
Based on table 4.26, proper guideline and bring experts & experienced
workforce and technical skill to improve the IBS process shared the same mean score
of 3.59. Technical capable in design, planning, organizing and controlling function
with respect to production, coordination and distribution of components contributed to
the success of IBS school project (Warszawski, 1999).
4.5.4.5 Process Factor by M&E Engineer
Table 4.27 Mean Score of Process Factor by M&E Engineer
Mean score Ranking Critical Level
D. Process
Proper guideline to ensure the
smooth of the IBS process 4.09 2 Very Critical
Well planning & scheduling 4.27 1 Extremely
Critical
Bringing experts & experienced
workforce and technical skill to
improve the IBS process
4.05 3 Very Critical
Table 4.27 shows mean score of process factor by M&E Engineer with ranking
and critical level of each factor. The highest mean score is well planning and
scheduling with 4.27, which means extremely critical factor. All profession agreed that
well planning and scheduling helped so much on achieving success school IBS project.
It can be observed that the critical level rank for having proper guideline and bringing
experts & experienced workforce and technical skill are very close with only 0.04
difference.
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4.5.5 Factory Factor
Factory is essential since the modular are off-site prefabrication in the factory.
There are three factors included in this factor; size of factory, location of factory and
safety and health.
4.5.5.1 Factory Factor by Contractor
Table 4.28 Mean Score of Factory Factor by Contractor
Mean score Ranking Critical Level
E. Factory
Size of factory 3.39 3 Very Critical
Location of factory 3.44 2 Very Critical
Safety and Health 3.72 1 Very Critical
Table 4.28 shows the mean score of factory factor by contractor with their
ranking and critical level. Contractor agreed that safety and health is the most critical
factor with the mean score of 3.72. Safety and health is a significant factor that needs
to be considered in every situation including in producing IBS prefabricated units in
the factory. It is regulations and procedures intended to make sure an accident or injury
is avoided. Second highest mean score is location of factory with 3.44, followed by
size of factory, 3.39.
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4.5.5.2 Factory Factor by Architect
Table 4.29 Mean Score of Factory Factor by Architect
Mean score Ranking Critical Level
E. Factory
Size of factory 3.82 2 Very Critical
Location of factory 4.14 1 Very Critical
Safety and Health 4.14 1 Very Critical
Table 4.29 shows mean score of factory factor by architect. It shows that
location of factory and safety and health have the same critical level with same mean
score of 4.14. The location of the factory plays an important role in implementing the
IBS because it is the place that will be spent the most of the time. The least critical is
size of factory with the mean score of 3.82. Architect agreed that the size of factory;
whether small or huge did not affect the success factor in implementation of
government school project that using IBS.
4.5.5.3 Factory Factor by Quantity Surveyor
Table 4.30 Mean Score of Factory Factor by Quantity Surveyor
Mean score Ranking Critical Level
E. Factory
Size of factory 3.71 3 Very Critical
Location of factory 3.86 1 Very Critical
Safety and Health 3.81 2 Very Critical
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Table 4.30 shows the mean score, their ranking and critical level of factory
factor by quantity surveyor. The highest mean score is location of factory with 3.86.
Quantity surveyor agreed that location of factory plays the important role in achieving
success for IBS school project. Second highest is safety and health. Safety and health
is a significant factor that needs to be considered in every situation including in
producing IBS prefabricated units in the factory. It is regulations and procedures
intended to make sure an accident or injury is avoided. Size of factory is the least
critical factor for quantity surveyor with the mean score of 3.71.
4.5.5.4 Factory Factor by C&S Engineer
Table 4.31 Mean Score of Factory Factor by C&S Engineer
Mean score Ranking Critical Level
E. Factory
Size of factory 3.30 3 Very Critical
Location of factory 3.44 2 Very Critical
Safety and Health 3.56 1 Very Critical
Table 4.31 shows that mean score of factory factor by C&S Engineer. It shows
that for C&S, safety and health is a significant factor for IBS implementation in school
government project. They believes that IBS can ensure a better safety and health to
workers in the factory compared to on-site construction. With a second ranking,
location of factory is one of the important factor because there are cases stated by Musa
et al. (2016), whereby the cost of labour is expensive compared to the cost of
transportation; the manufacturer chooses to build their factory overseas. Least critical
ranked by C&S Engineer is size of factory with the mean score of 3.30.
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4.5.5.5 Factory Factor by M&E Engineer
Table 4.32 Mean Score of Factory Factor by M&E Engineer
Mean score Ranking Critical Level
E. Factory
Size of factory 3.82 3 Very Critical
Location of factory 4.23 1 Extremely Critical
Safety and Health 4.14 2 Very Critical
Table 4.32 shows the mean score of factory factor by M&E, with their ranking
and level of critical. It shows that location of factory is extremely critical for them with
a mean score of 4.23. The transportation from the location of the factory and site should
be considered due to the cost factor. The second highest is safety and health followed
by size of factory with 4.14 and 3.82 respectively.
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4.5.6 Comparison of Factor by Profession
Table 4.33 Mean Score of All Factors by All Profession
Profession Contractor Architect Quantity
Surveyor
C&S
Engineer M&E Engineer All Profession
Mean Rank Mean Rank Mean Rank Mean Rank Mean Rank Mean Rank
A1. Knowledge and Awareness
Familiarity with IBS Concept 3.83 6 4.14 8 3.90 8 3.44 11 3.95 9 3.83 16
Basic Concept of IBS Principles 3.61 10 4.18 7 3.86 9 3.63 6 4.00 8 3.85 14
Technical Knowledge 3.67 9 4.00 10 4.05 5 3.52 9 4.09 6 3.85 14
A2. Training and Education
Joining seminar or talk that run by
government or CIDB 3.28 16 3.73 13 3.57 14 3.41 12 3.64 14 3.53 29
Training and workshop on IBS for all levels
of worker to work with IBS 3.44 13 3.64 15 3.71 12 3.41 12 4.05 7 3.65 25
Intensive training programs for skills like
assembling and erecting 3.61 10 3.55 15 3.52 15 3.63 6 3.77 13 3.63 27
A3. Team Work
Team member involvement 4.00 3 3.86 12 3.86 9 3.56 8 3.68 11 3.77 20
Top-Down Commitment – Top management
and general labour work as a team 4.00 3 4.23 5 3.86 9 3.59 7 3.95 9 3.91 10
Good working Collaboration 4.06 2 4.23 5 3.90 8 3.74 3 4.18 4 4.01 4
A4. Communication
Amongst team members (client, consultants,
contractor) 3.94 4 4.14 8 4.00 6 3.67 5 4.27 2 3.99 5
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Supply chain (Supplier and contractor) 3.72 8 4.27 5 3.90 8 3.67 5 4.05 7 3.92 9
Communication during planning stage 3.78 7 4.23 6 3.81 10 3.63 6 4.23 3 3.93 8
A5. Personal Working Attitude
Employee’s mind set 3.67 9 4.05 9 3.62 14 3.52 9 3.82 12 3.73 23
Continues improvement and learning 3.67 9 4.14 8 3.71 12 3.56 8 3.91 10 3.79 19
Organizational culture change 3.44 13 3.95 11 3.57 14 3.74 3 3.77 13 3.71 24
Experience 3.39 14 4.14 8 3.67 13 3.56 8 4.00 8 3.75 21
A6. Relationship
Close relationship between main contractor,
sub-contractor and supplier from the early
stage
3.72 8 4.32 4 3.67 13 3.85 1 4.14 5 3.95 7
Trust among participants 3.61 10 4.18 7 3.43 17 3.74 3 3.86 11 3.77 20
Commitment among team member 3.78 7 4.18 7 3.86 9 3.63 6 4.00 8 3.88 13
B1. Management
Direct top management involvement in
managing the project 3.56 11 4.36 3 3.57 14 3.30 15 4.05 7 3.75 21
Management of Supply Chain 3.89 5 4.45 2 3.67 13 3.59 7 3.91 10 3.89 11
Transportation 3.89 5 4.36 3 3.71 12 3.74 3 4.09 6 3.95 7
B2. Government Policy
Tax incentives 3.33 15 4.14 8 3.86 9 3.41 12 3.95 9 3.45 30
Reduce foreign workers 3.17 17 4.00 10 3.52 15 3.37 13 4.09 6 3.64 26
B3. Coordination
Coordination throughout the entire project
phases 3.72 8 4.36 3 4.10 4 3.67 5 4.27 2 4.29 1
Coordination of team member (client,
consultants, manufacturer, contractor) 3.61 10 4.27 5 4.14 3 3.63 6 4.45 1 4.02 3
Well organized, cohesive management team 3.61 10 4.50 1 4.05 5 3.78 2 4.18 4 4.03 2
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C1. Information Technology
Procurement strategy – produce more
accurate documents 3.56 11 4.23 6 3.90 8 3.33 14 4.05 7 3.80 18
Communication between project parties 3.50 12 4.32 4 3.95 7 3.48 10 4.05 7 3.85 14
Smoothen project delivery 4.27 1 4.27 5 3.90 8 3.41 12 4.05 7 3.83 16
C2. Machinery And Equipment
Suitable selection of equipment 3.50 12 4.05 9 3.48 16 3.52 9 4.00 8 3.71 24
Tax incentive from purchasing equipment 3.44 13 3.68 14 3.10 18 3.26 16 3.82 12 3.74 22
Adaptability 3.50 12 4.18 7 3.57 14 3.41 12 4.05 7 3.74 22
C3. Production
Productivity rate 3.44 13 4.05 9 4.05 5 3.26 15 4.00 8 3.75 21
Selection of material 3.67 9 3.86 12 3.76 11 3.70 4 3.77 13 3.75 21
Quality assessment and Quality control 3.61 10 4.27 5 3.76 11 3.41 12 4.00 8 3.80 18
Design standardization and repetition
involving software 3.67 9 4.23 6 3.62 13 3.33 14 3.95 9 3.75 21
D. Process
Proper guideline to ensure the smooth of the
IBS process 3.83 6 4.05 9 4.14 3 3.59 7
4.09
6 3.93 8
Well planning & scheduling 3.67 9 4.18 7 4.24 1 3.52 9 4.27 2 3.96 6
Bringing experts & experienced workforce
and technical skill to improve the IBS
process
3.61 10 4.05 9 4.19 2 3.59 7 4.05 7 3.89 12
E. Factory
Size of factory 3.39 14 3.82 13 3.71 12 3.30 15 3.82 12 3.60 28
Location of factory 3.44 13 4.14 8 3.86 9 3.44 11 4.23 3 3.83 17
Safety and Health 3.72 8 4.14 8 3.81 10 3.56 8 4.14 5 3.86 15
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Table 4.33 shows the mean score and their ranking of five categories;
Organisation, Management, Technology, Process and Factory factor by all
professions; Contractor, Architect, Quantity Surveyor, C&S Engineer and M&E
Engineer. Interestingly, every each of profession had different perspective on the
most important and the least important factor of achieving success in government
school project that using IBS. As for contractor, they agreed that using technology to
smoothen project is the most important factor, followed by team work. They believed
that team working such as good working collaboration and top-down commitment –
which is top management and general labour work as a team, contribute to the
success.
For architect, they have ranked “management” in the top three of the highest
mean score. They agreed that coordination and management are two most critical
factors. While the least critical that they ranked is all fell under training and education
factor. They did not find that training and workshop on IBS is the most critical
success factor. Next is quantity surveyor, they find that process factor can give more
impact on achieving success compared to other factors. As shown in the Table 4.28,
all the top three of the highest mean score was in the “process” factor. They agreed
that a proper guideline, well planning and scheduling, and bringing expert and
experience are all the three the most critical factors.
For C&S and M&E Engineers, both have their own and different perspective
on what’s they thought of critical factors. C&S engineer united that close relationship
between main contractor, sub-contractor and supplier from the early stage is the most
critical factor while M&E engineer decided Coordination of team member; client,
consultants, manufacturer, contractor is more critical factor. The least critical for
C&S engineer and M&E engineer is tax incentive from purchasing equipment and
joining seminar or talk that run by government or CIDB respectively.
In a nutshell, the first objective of this research which was to identify the
critical success factor of IBS implementation in school government project has been
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achieved by using SPSS software version 23 in order to obtain the mean score for
each factor. By having the mean score of each factor, we were able to compare and
ranked to which factor has the highest level critical among these respondents and
which factor that they were most find least critical.
4.6 Conclusion
Chapter 4 discussed the result of the research on critical success factor of IBS
implementation in school government project among contractor, architect, quantity
surveyor, C&S Engineer and M&E Engineer that has been involved in school
government project that using IBS in Malaysia. The findings reveal the ranking of
each profession on each of listed factor. The conclusion, the problem encountered
and recommendation for the future study were discussed in the next chapter.
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CHAPTER 5
CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter discussed the conclusion based on the findings in Chapter 4 which
is the data analysis and discussions chapter. Besides, this chapter also described the
problems faced when conducting this particular research. In addition, the
recommendations for future research in the same area but different scope were also
suggested in this chapter.
5.2 Research Conclusion
The research was carried out is to identify the critical success factor of IBS
implementation in government school project. The first section of this research
discussed the background and demographic information of gathered respondents for
this research. There are 220 questionnaires were distributed hardcopy and online but
only 164 that responded to the questionnaires. 18 respondents from contractor, 26 from
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architect, followed by quantity surveyor, C&S Engineer and M&E Engineer with 36,
55 and 29 respectively. This is analysed using frequency distribution in SPSS version
23.
Next, the second section of this research is knowing the respondent’s
experience in IBS project. Out of 164 respondents, only 110 respondents that has been
involved in government school project that using IBS and the being analysed. The rest
of 54 respondents’ answer, is not acceptable and not being analysed due to invalid
answer because they have not been involved in any government school project that
using IBS.
The third section is to answer the first objective which is critical success
factor of IBS implementation in government school project. To achieve this
objective, questionnaires were distributed to targeted respondents which were
contractor, architect, quantity surveyor, C&S Engineer and M&E Engineer that has
been involved in government school project that using IBS in Malaysia. List of the
factors from literature review has been listed and respondents were asked to answer
the questionnaire by ticking to each factor either “least critical”, “quite critical”,
“moderately critical”, “critical” and “most critical”.
From the findings of the research, there are success factors of IBS
implementation in government school project that all profession agreed as listed below
by ranking:
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Table 5.1 Critical success factors of IBS implementation in government school
project
Rank Mean
Score
Critical success factors of IBS implementation
in government school project
Critical
Level
1 4.29 Coordination throughout the entire project phases Extremely
Critical
2 4.03 Well organized, cohesive management team Very Critical
3 4.02 Coordination of team member Very Critical
4 4.01 Good working Collaboration Very Critical
5 3.99 Communication amongst team members Very Critical
6 3.96 Well planning & scheduling Very Critical
7 3.95 Close relationship between main contractor, sub-
contractor and supplier from the early stage Very Critical
7 3.95 Transportation Very Critical
8 3.93 Proper guideline to ensure the smooth of the IBS
process Very Critical
8 3.93 Communication during planning stage Very Critical
9 3.92 Supply chain (Supplier and contractor) Very Critical
10 3.91 Top-Down Commitment – Top management and
general labour work as a team Very Critical
11 3.89 Management of Supply Chain Very Critical
12 3.89 Bringing experts & experienced workforce and
technical skill to improve the IBS process Very Critical
13 3.88 Commitment among team member Very Critical
14 3.85 Basic Concept of IBS Principles Very Critical
14 3.85 Communication between project parties Very Critical
14 3.85 Technical Knowledge Very Critical
15 3.86 Safety and Health Very Critical
16 3.83 Familiarity with IBS Concept Very Critical
16 3.83 IT - Smoothen project delivery Very Critical
17 3.83 Location of factory Very Critical
18 3.80 Quality assessment and Quality control Very Critical
18 3.80 IT – produce more accurate documents Very Critical
19 3.79 Continues improvement and learning Very Critical
20 3.77 Team member involvement Very Critical
20 3.77 Trust among participants Very Critical
21 3.75 Direct top management involvement in managing
the project Very Critical
21 3.75 Experience Very Critical
21 3.75 Productivity rate Very Critical
21 3.75 Selection of material Very Critical
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21 3.75 Design standardization and repetition involving
software Very Critical
22 3.74 Government - Tax incentives Very Critical
22 3.74 Adaptability Very Critical
23 3.73 Employee’s mind set Very Critical
24 3.71 Organizational culture change Very Critical
24 3.71 Suitable selection of equipment Very Critical
25 3.65 Training and workshop on IBS for all levels of
worker to work with IBS Very Critical
26 3.64 Reduce foreign workers Very Critical
27 3.63 Intensive training programs for skills like
assembling and erecting Very Critical
28 3.60 Size of factory Very Critical
29 3.53 Joining seminar or talk that run by government or
CIDB Very Critical
30 3.45 Tax incentive from purchasing equipment Very Critical
Based on Table 5.1, it shows that the ranking, mean score and their critical
level of critical success factor of IBS implementation in government school project.
Critical level can be classified from Extremely Critical, Very Critical, Moderately
Critical, Slightly Critical and Not At All Critical. It is based on the mean value
obtained.
Every profession agreed that coordination throughout the entire project phases
is extremely critical compared to others factors. It is the only factor that falls under
extremely critical factor. This is due to IBS project requires the more precise structure
of process planning and control in order to reduce defects and errors due to accurate
IBS design, manufacture, assembly and another related process (Gibb, 2001),
therefore, coordination is important to avoid problems form occur.
The rest of the factors fall under very critical level. In the second ranking is
well organized and cohesive management team. All team players acknowledged that
it is important to be organized and have a well-integrated management team to achieve
success in IBS implementation for school government. Next is coordination of team
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member. Every stage in the construction is an important stage and every team member
including client, consultant, manufacturer and contractor should involve and
coordinate in avoiding any problem in the middle of construction.
Fourth ranking is good working collaboration. According to Martinez-Moyano
(2006), collaboration is a process of two or more people or organization that work
together to achieve the same goals. Good working collaboration is important in the
organizational team as they need to work together from the start until the completion
of the project. Research conducted by Charnwasununth et al. (2009), a problem that
arises among the team collaboration is because of lack of communication and lack of
sharing information.
Next is communication amongst team members. They agreed that
communication is a critical factor and according to Dainty, Moore, and Murray (2007),
communication is an information transferred from one person to another person.
Successful communication is a social skill involving effective interaction between
people to deliver the project objectives. Effective communication amongst team
members (client, consultants, manufacturer, contractor) in a modular construction
project is to ensure no miscommunication (Musa et al., 2016). Miscommunication
happens because difficulty to communicate with project team members directly the
complexity of the construction project become critical when to handle multiple teams
and additional requirement process. The situation can be related to handling IBS
because the process will involve numerous parties from the starts until the completion
(Pozin & Nawi, 2017).
Well planning and scheduling is also one of the important success factor in
achieving good quality, project control and ensure the smoothness of the project. The
well planned schedule can ease the related parties and alert to their task. Effective
planning and scheduling are important towards successful IBS implementation
(Cheung et al., 2012).
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Close relationship between main contractor, sub-contractor and supplier from
the early stage and transportation ranked in the same position. Having a close
relationship is important since process of handling IBS will involve numerous parties
from the starts until the completion (Pozin & Nawi, 2017). The advantages of having
a good bonding among the team member are when any problem arise during the
construction, they can discuss and solve the problem together.
While transportation also need to be considered because every distance is a
cost and transportation from a place to another place required other cost as well and it
leads to the location of the factory. It plays an important role in implementing the IBS
because the location of the factory and site should be considered due to the cost factor.
There are cases stated by Musa et al. (2016), whereby the cost of labour is expensive
compared to the cost of transportation; the manufacturer chooses to build their factory
overseas.
Next is a proper guideline. A proper guideline is important to ensure the
smooth of the IBS process. The current existing guideline that they can refer is IBS
Catalogues; Precast Concrete Building Components for Residential Buildings,
Modular Coordination Implications – Building By-Laws and Regulations, Joints and
Tolerances for Building Construction published by CIDB. Different understanding and
guideline of one party to another party can affect the whole process of the IBS.
They are all the factors listed by ranking of highest mean score to the lowest.
All the success factors has been agreed by all profession; Contractor, Architect,
Quantity Surveyor, C&S Engineer and M&E Engineer through questionnaires using
likert’s scale method.
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5.3 Problem Encountered
Throughout the study, there were a few problems encountered that may slightly
interrupted the process of conducting the research. The problems appeared include:
i. Difficult to collect back the questionnaires. Although it had called and
reminded to the firms several times by phone and email, it is still no getting
any reply from them, thus, it was a limitation to obtain more respondents. Upon
the dissemination of 220 sets, only 164 sets of questionnaire were returned.
ii. Distributing the questionnaire online has caused respondents to delay in
answering them especially for area that outside the Johor, Kuala Lumpur and
Selangor.
iii. Majority of the questionnaires were distributed by hand. It could consume a lot of
time to find the location of the firms. Most of the firms tend to ignore the emails
and causing low response rate.
iv. There were 70 questionnaires distributed through post with a self-addressed
envelope attached, but only 22 responsible respondents were returned back
which not even half.
5.4 Recommendations for Future Research
Based on the findings and conclusions of the study, the recommendations for
future research could be expanded to find critical success factor to other government
projects such as hospitals and housings that use IBS. Besides government projects,
next researchers could enlarge the scope to private sector project.
110
110
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120
Appendix A-1
DEPARTMENT OF QUANTITY SURVEYING
FACULTY OF BUILT ENVIRONMENT
CRITICAL SUCCESS FACTOR OF INDUSTRIALISED BUILDING
SYSTEM (IBS) IMPLEMENTATION IN GOVERNMENT SCHOOL
PROJECT
Research Objective:
To identify the Critical Success Factor of Industrialised Building System (IBS)
implementation in Government School Project
This form consists of Three (3) Sections as follows:
Section A: Respondent’s Background
Section B: Experience in IBS Project
Section C: Success Factor of IBS
Prepared by: RAIHAN BINTI DZARIF (A14BE0132)
IC: 951220-04-5344
Email address: [email protected]
Phone No: 017-6172373
Supervisor Name: ASSOCIATE PROFESSOR DR. WAN YUSOFF BIN WAN
MAHMOOD
*Note: All information given will be treated as PRIVATE & CONFIDENTIAL. The data
collection will be used for the research of Project Sarjana Muda only. Your cooperation is
much appreciated
121
Appendix A-2
1. Name (Optional) : _________________________________________________
2. Company’s Name : _________________________________________________
3. Respondent’s Profession
4. Respondent’s experience in construction industry
Contractor Architect Quantity Surveyor
C&S Engineer M&E Engineer
< 5 years 6-10 years 10-15 years > 16 years
SECTION A – RESPONDENT’S BACKGROUND
122
Appendix A-3
1. Respondent’s awareness in Industrialised Building System (IBS)?
2. Respondent’s knowledge in Industrialised Building System (IBS)?
3. Respondent’s involvement with Industrialised Building System (IBS)?
4. Respondent’s involvement with government school that using Industrialised Building
System (IBS)?
Poor Moderate Good
Poor Moderate Good
Yes No
Yes No
SECTION B – EXPERIENCE IN IBS PROJECT
123
Appendix A-4
Please tick (/) to the number representing the scale on what you think of the Critical Success Factor of
IBS implementation in Government School Project.
LEAST
CRITICAL
QUITE
CRITICAL
MODERATELY
CRITICAL
CRITICAL MOST
CRITICAL
1 2 3 4 5
1 2 3 4 5
A. ORGANIZATION
1
A1. KNOWLEDGE AND AWARENESS
i) Familiarity with IBS concept
ii) Basic concept of IBS principles
iii) Technical knowledge
A2. TRAINING AND EDUCATION
i) Joining seminar or talk that run by government or CIDB
ii) Training and workshop on IBS for all levels of worker
to work with IBS
iii) Intensive training programs for skills like assembling
and erecting
A3. TEAMWORK
i) Team member involvement
ii) Top-Down Commitment – Top management and general
labour work as a team
iii) Good working Collaboration
A4. COMMUNICATION
i) Amongst team members (client, consultants, contractor)
ii) Supply chain (Supplier and contractor)
iii) Communication during planning stage
SECTION C – SUCCESS FACTOR OF IBS
124
Appendix A-5
Please tick (/) to the number representing the scale on what you think of the Critical
Success Factor of IBS implementation in School Government Project.
LEAST
CRITICAL
QUITE
CRITICAL
MODERATELY
CRITICAL
CRITICAL MOST
CRITICAL
1 2 3 4 5
1 2 3 4 5
A5. PERSONAL WORKING ATTITUDE
i) Employee’s mind set
ii) Continues improvement and learning
iii) Organizational culture change
iv) Experience
A6. RELATIONSHIP
i) Close relationship between main contractor, sub-
contractor and supplier from the early stage
ii) Trust among participants
iii) Commitment among team member
B. MANAGEMENT
B1. MANAGEMENT
i) Direct top management involvement in managing the
project
ii) Management of Supply Chain
iii) Transportation
B2. GOVERNMENT POLICY
i) Tax incentives
iii) Reduce foreign workers
125
Appendix A-6
Please tick (/) to the number representing the scale on what you think of the Critical
Success Factor of IBS implementation in School Government Project.
C. TECHNOLOGY
C1. INFORMATION TECHNOLOGY (IT)
i) Procurement strategy – produce more accurate
documents
ii) Communication between project parties
iii) Smoothen project delivery
C2. MACHINERY AND EQUIPMENT
i) Suitable selection of equipment
ii) Tax incentive from purchasing equipment
iii) Adaptability
C3. PRODUCTION
i) Productivity rate
ii) Selection of material
iii) Quality assessment and Quality control
iv) Design standardization and repetition involving software
LEAST
CRITICAL
QUITE
CRITICAL
MODERATELY
CRITICAL
CRITICAL MOST
CRITICAL
1 2 3 4 5
1 2 3 4 5
B3. COORDNATION
i) Coordination throughout the entire project phases
ii) Coordination of team member (client, consultants,
manufacturer, contractor)
iii) Well organized, cohesive management team
126
Appendix A-7
Please tick (/) to the number representing the scale on what you think of the Critical
Success Factor of IBS implementation in School Government Project.
LEAST
CRITICAL
QUITE
CRITICAL
MODERATELY
CRITICAL
CRITICAL MOST
CRITICAL
1 2 3 4 5
1 2 3 4 5
D. PROCESS
i) Proper guideline to ensure the smooth of the IBS process
ii) Well planning & scheduling
iii) Bringing experts & experienced workforce and technical
skill to improve the IBS process
E. FACTORY
i) Size of factory
ii) Location of factory
iii) Safety and Health