Smart
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A construction productivity magazine Issue 2
BIM for the
Precast Industry
Need funding for
technology adoption?
Consider MechC
Experts endorse Construction
Productivity Framework
Chief Editor: Jeanna Das
Sub-editors: Tan Chee Kiat
Letchimi Palanisamy
Associate Editor: Peggy Lee
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Contributors for this issue:
Daphne Quek
Eu Hui Ling
Grace Mui
Peggy Lee
Sonny Andalis
Zeng Han Jun
Contents
L.S. Construction, Lian Beng Group
Build Smart is published bimonthly by:
Building and Construction Authority
5 Maxwell Road, #16-00 Tower Block
MND Complex
Singapore 069110
Tel: 6325 7720 Fax: 6325 4800
Website: http://www.bca.gov.sg
P1•
P 2 • BIM for the Precast Industry
P 3 - 4 • In Conversation: Eastern Pretech Group
We would like to hear from you if you
would like to share any best practices and
latest technologies that could improve
construction productivity. Please email us
at [email protected]
Written permission must be obtained from
BCA to reproduce any part of Build Smart.
CEO’s Message
P 5-7
P 8-9
•
BCA Leads Delegation to Australia
• Experts Endorse Singapore’s Construction Productivity Framework
P 10 - 11 •
Interview with Productivity Experts
P 12 • A Learning Journey at The BCA Academy
P 13 -15 • Improving Construction Productivity with MechC
P 16 • Productivity Improvement Project
L.S. Construction, Lian Beng Group
Inside Back Cover • CPCF Courses
Printed on environmentally friendly paper
CEO’s Message
Dear Readers,
We are into the second edition of Build Smart, and we hope that
you have found the articles in our inaugural issue useful.
Since then, there has been a flurry of activities such as a BCA-led
learning trip to Australia and our inaugural International Panel
of Experts (IPE) meetings on construction productivity. We also
had the opportunity to brief DPM Teo Chee Hean, Chairman, and
members of the National Productivity and Continuing Education
Council (NPCEC) on the various manpower development
programmes and training framework at BCA Academy for raising
construction productivity.
In August, BCA brought together international experts for a
four-day intensive discussion to tap on their expertise to review
and advise on issues related to raising construction productivity
and the use of prefabrication technology. Key local experts
were joined by experts from Netherlands, Germany, United
Kingdom, United States, Australia, Japan and Hong Kong, highly
regarded in the field of design and construction management.
More than 70 members from the industry, including our young
industry leaders, joined us in the IPE sessions. This being our
first IPE on construction productivity, it gave us an insight on
how different countries manage construction productivity,
and the common challenges we share in terms of effective site
management, developing meaningful indicators of productivity
and achieving higher degree of integration in the design
and construction process. BCA also organised a seminar on
Enhancing Construction Productivity, providing an opportunity
for more than 200 members from the industry to learn from the
experts in their respective speciality areas.
In the same month, BCA and industry members visited
developers, builders and construction sites in Melbourne
and Sydney. The Australia trip enabled us to meet
building authorities and industry associations there to
better understand how they work towards improving
their productivity levels. Visits to construction sites and
prefabrication factories in Australia gave us an insight on the
productive and innovative methods employed in the design
and construction process. We also noticed that Building
Information Modelling (BIM) and precast were used widely at
several developments.
A key takeaway from these visits and exchanges with local and
foreign experts is that firms who are willing to try new ways
of doing things, are able to deliver projects of high quality
and in a productive manner. By being open to leveraging on
construction technologies and techniques to appreciating the
long term benefits of staff training, companies will be able to
strengthen their project management processes, and reap
productivity gains in the long run.
I leave you with this quote from Paul J. Meyer that sets the
foundation of any successful organisation, “Productivity is never
an accident. It is always the result of a commitment to excellence,
intelligent planning, and focused effort”. We hope, as leaders
and key players in the industry, you engage your team as well
as the BCA Construction Productivity Centre to see what can be
done to upgrade, energise and grow your organisation.
Dr John Keung
Chief Executive Officer
Issue 2 2010 BIM for the Precast
Industry
“Building Information Modeling, or 3D interactive modeling, has the
potential to accurately capture every element involved in producing
precast and promises to significantly decrease design time.”
Introduction
The concept of BIM (Building Information Modeling) describes an
integrated, end-to-end process for the design, construction and
operation of buildings. Technology creates the basis to convey
consistent information to all parties involved in the process in a
timely fashion. This allows building professionals to gain insights into
the building’s performance through digital simulation, coordination
and optimisation.
To date, the use of BIM in construction has gained momentum in US
and Europe. BIM for the precast concrete industry is expected to pick
up momentum too because it fits in very well with the integrated
nature of the precast design, production, delivery and assembly
process.
A precast building can involve a number of trades besides
structural considerations. For example, mechanical and electrical
ductworks can be designed to either run through or adjacent to
the precast elements. BIM, or 3D interactive modeling, makes it
easy for the various trades involved in a project to visualise and
coordinate their design and installation considerations early in
the design stage to avoid any unnecessary conflict during the
construction stage.
A number of benefits have been reported by the early adopters:
• Ability to visualise and eliminate clashes and congestion of
rebar placement
• Ability to coordinate all trades in a virtual environment prior
to construction
• Ability to integrate BIM with Enterprise Resource Planning System (ERP) to streamline the entire
workflow from sales, bidding, cost estimation and conceptual design to detailing, fabrication
and erection
• Ability to plan for the required temporary steel support structure during the erection process
• Ability to create consistent drawings from the model automatically
Change Management
BIM has many benefits over 2D computer-aided drafting (CAD). It also represents a paradigm shift from the existing practices. Companies
that are keen to adopt the technology should prepare themselves for the transition. Their adoption plan should cover the selection of BIM
software, understanding the scope of after sales support, staff training, reviewing of existing engineering and production workflow and
finally setting up of the company’s library of standard precast elements. A pilot project would also be useful to enable the company to
assess the appropriate BIM technology to be adopted.
Issue 2 2010
In Conversation:
Eastern Pretech Group
Build Smart talks to Eastern Pretech Group, a specialist manufacturer
of precast concrete components, premixed plasters and mortars, and
prefabricated unit bathrooms.
What type of precast component does Eastern Pretech manufacture?
Eastern Pretech manufactures mainly precast concrete structural components for building
works. Our core products are precast prestressed hollow core slab, column, beam, wall and
plank. In addition, we also make complementary products such as staircase, bay window and
others so that we can supply a full suite of products to our customers. In our Malaysian and UAE
operations, we supply infrastructural works such as bridge beams, tunnel segments and railway
sleepers.
Using precast components is often perceived to be costly. What are the advantages
of using precast?
Some of the advantages include faster construction, better quality, higher site productivity as
well as less noise and pollution. We also encountered less wet trades and wastages. A covered
plant also provides a better working environment.
Precast system is perceived to be more costly because most builders are more familiar with insitu construction, hence they tend to be more comfortable with in-situ pricing. As for precast
system pricing, builders tend to be more cautious and adopt add-on or cost plus approach. This
results in a higher price.
Debbie Tan, CEO,
Eastern Pretech Group
Each builder has his core competency. Some find the precast system expensive while others
prefer it as they are more aware of the tangible and intangible benefits of the precast system.
Precast components sometimes require an increase in the lifting capacity of the site.
As a result, will the cost of precast components increase?
The total weight of the concrete structure to be lifted in a precast system is similar to that of
the cast-in-situ system. In fact, there are very few lifts of formwork, if any, for the precast system.
In general, I do not think there is a cost difference though the unit rate for the higher capacity
cranes may be higher for precast system. But lifting heavier components means fewer lifts and
faster construction, neutralising the higher usage rate for heavy crane.
Site storage is one of the major concerns of contractors. How does Eastern Pretech
work with builders to achieve Just in Time (JIT) delivery?
Hollow core slabs ready for
delivery
As a precast concrete manufacturer, we handle 15 to 25 jobs simultaneously. We overcome
storage challenges by manufacturing the required precast elements two to three weeks prior
to delivery. This ensures a continued supply in the event of production disruptions such as plant
breakdown or shortage of raw materials.
We also work closely with the contractor gathering regular feedback on the actual site
requirements so that production rate is adjusted to meet the optimal production and stock
volume for each project. This balance is critical as we manufacture customised products that are
not interchangeable between projects.
Some builders are concerned about precast output lagging behind the project
schedule. How do you ensure that the output and project schedule match?
The key to a successful precast project implementation relies heavily on planning. As precast
components are cast prior to site requirements, it requires upfront planning for shop drawings
preparation, mould procurement, M&E cast-in-items, openings, casting sequence, etc. The
builder plays a critical role in issuing an overall construction sequence and programme as
well as co-ordination amongst the different disciplines so that all the required information is
available for the precaster to proceed with the production work.
Issue 2 2010 Depending on the size and complexity of the project, a lead-time of between one to four
months between the award of a precast contract to precast component delivery to site, is
required to ensure that precast output meets site demand.
Consultants and owners are concerned about leakage at the precast joints. How
can this problem be minimised?
Leakage can occur in both precast and in-situ structures, and is mostly caused by lack of
detailing and poor workmanship rather than the structural system itself. The precast
system has been in the market for more than 20 years and is more widely used now, hence
experienced consultants and better-trained workers will be able address the root cause of
the problem.
Is it possible for Eastern Pretech to achieve greater productivity by integrating
M&E services with precast components?
It is possible for us to integrate most of the M&E services with precast components if the
M&E service information can be made available upfront so that we can make the necessary
provision for it in our detailing and mould fabrication.
Installation of hollow
core slabs onto precast
concrete beam and
concrete column
What is the outlook of precast and prefab in Singapore? Has your company adopted
any advanced technologies?
Precast system has always been preferred for tight schedule projects, and projects that require
good and consistent quality. Going forward, we foresee that the precast system will be widely
used in Singapore. We set up our plant more than 25 years ago, since then we have upgraded
our plant and machinery to keep up with the advancement in technology.
In this region, Eastern Pretech is one of the most advanced covered precast plants, with an
automated batch and mix plant and automated concrete transport system. We also have the
latest version of prestressed hollow-core slab profile, which uses less concrete for equivalent
load bearing capacity.
To reduce noise pollution, we use the “soft” instead of “hard” diamond saw blade to cut
hollow-core slabs. Also, all our products are individually identified by our in-house developed
bar-code system. This certification provides customers with the necessary product data for
traceability.
In your view, what can be done to upgrade the precast
industry further?
To upgrade the precast industry, we need a continual supply of
structural engineers and technicians well trained in the precast trade.
I would suggest that Precast Concrete Design and Construction be
taught in-depth as a subject at the tertiary level so that our future
engineers and technicians would be equipped with sound knowledge
and understanding of the trade.
The precast industry is not a stand-alone entity but a member of
the construction community. Besides adopting technology and
training to enhance our work processes and workforce, assistance
from the community will help to improve our overall productivity.
One of our major challenges is the multiple revision of drawings and
construction programmes that result in unproductive and abortive
works.
I would like to see precasters continue to upgrade and enhance their
knowledge. With support from the construction community and
government agencies, the precast system will be widely adopted as
a safe, productive and economical building solution.
Issue 2 2010
Production of hollow core slabs by the
extruder machine requires less manpower
BCA Leads Delegation
to Australia
In August, BCA led a Singapore construction industry delegation to ‘Down Under’, Australia, to join Senior Minister of
State, Ms. Grace Fu, with the aim of learning about the construction technologies, good practices, and policies adopted in
Australia to improve construction productivity.
The Singapore delegation of industry practitioners and government officers met up with developers, architects, engineering
consultants, builders, precasters, prefabricators and other relevant associations in Sydney and Melbourne.
THE DRIVING FORCE TOWARDS HIGH PRODUCTIVITY IN AUSTRALIA
Australia strives to raise productivity by reducing and optimising labour usage for greater site efficiency. Australia’s labour cost is about 40%45% of the total project cost and this is a key motivating force for the industry to reduce manpower usage and improve productivity. This has
also encouraged industry stakeholders to design with buildability and constructability in mind to bring about shorter construction periods
to save on labour and preliminary costs.
Procurement Models with Early Contractor Involvement (ECI)
In the Early Contractor Involvement (ECI) procurement approach, the contractor is brought into the project team early during the design
development stage to incorporate buildability and constructability considerations. This helps to reduce the risk of subsequent inconsistency,
ambiguity and conflict between the design and construction, and thereby improve productivity during the construction.
The Design-and-Construct (D&C, which is a form of ECI) is a common form of contract in Australia. It is a two-stage tendering process used in
the evaluation and selection of the contractors. Most of the projects visited by the team were awarded based on the D&C with Guaranteed
Maximum Price (GMP) contract. In a GMP contract, the contractor bears the cost overrun while savings are shared between the contractor
and developer.
CAN’T DO WITHOUT IT: INFORMATION TECHNOLOGY
Adoption of Building Information Modelling (BIM)
The use of construction IT, e.g. BIM, can be adopted as a collaboration tool to bring together all the project parties along the design and
construction value chain. In Australia, BIM is rapidly picking up, and the industry is reaping the benefits of 3D modelling, which integrates the
architectural, structural, mechanical and electrical & plumbing (MEP) designs simultaneously. This enables the contractors and project parties
to visualise the design better and detect clashes, resulting in time and cost savings.
Issue 2 2010 ON-SITE PRODUCTIVITY STARTS FROM THE FOUNDATION
Strut-Free Excavation Using Ground Anchors and Secant Pile Wall
At the construction site of Darling Walk, a $560 million dollar redevelopment
combining commercial office and leisure space, the builder adopted a strutfree earth retaining system to construct four levels of basement about 24
metres deep from the ground level.
The earth retaining system, which was carefully designed with structural
safety remaining as the prime consideration by professionals, eliminates the
need for struts and king posts, which allows free movement in the excavated
area and improves productivity for the basement construction. The use of jetgrouted soft piles are an effective method to cut off ground water due to a
high water table (8 metres above the lowest basement) and prevent water
leakage through the secant pile wall into the basement.
Strut-free excavation using ground anchors and secant
pile wall.
AND THE BUILDINGS GO UP WITH PRECAST SYSTEMS
Precast Concrete Wall Panel With Architectural Finishes
The BCA team visited precast plants, which produce precast concrete
facade panels with various unique architectural finishes. By moving
architectural trades to the precast factory, the process becomes more
productive with improved quality of finishes.
Precast concrete wall panel with architectural finishes.
M&E SYSTEM
Besides precast, other buildable and constructable systems such as the M&E System, are also
commonly used in Australia. At the construction sites, flexible pipings were used in some
M&E items:
(i) Flexible pipings were used in the building’s sprinkler system. Approximately 1 metre of
flexible hose was installed for the connection between the traditional steel pipings and the
sprinkler heads.
(ii) A flexible hose of approximately 1 metre was installed in the air-conditioning system in the
building. Rigid and rectangular metal ventilation ducts were used as the main distributing line
while flexible ducts were used as branch lines to connect to the air-conditioning ventilation
outlets. The use of flexible air ducts as branch ducts for the mechanical ventilation system has
been implemented in some of the projects in Singapore.
These systems allowed greater flexibility in changing the position of the outlets on site. In
addition, the installation of these systems were much faster than the conventional system.
It facilitates more efficient maintenance as the flexible pipes and ducts can be easily
dismantled.
Issue 2 2010
Flexible pipings for the sprinkler system.
Have you walked through a
fully furnished apartment
in a factory?
B
CA and industry delegates had a first-hand account of the makings of the Unitised™ Building system when they visited its assembly
factory in Melbourne. It is an Australian invention that breaks a building project into transportable modular units. The apartment
modules are steel structure, manufactured and fitted out at assembly factories. The completed modules are then transported to the
construction site and assembled in place.
The UB™ system could shorten construction time significantly as it allows parallel on-site and off-site construction and manufacturing
processes. In fact, it has a potential to reduce construction time by more than 6 months compared with the conventional construction
method. With the ends in mind, the system is also designed for disassembly which allows for the reuse of building materials.
The team had the opportunity to visit the assembly factory, and found that the workers were operating in a clean and well kept environment.
Requiring only few workers for the installation, the staff were knowledgeable and took pride in their work. The units were fitted out to very
final details such as cabinets, floorings, lightings.
‘Little Hero’ which marks the first completed building with the UB™ system, is a retail, residential development located in the city centre
of Melbourne. The development was designed and developed by renowned Australian Architect, Nonda Katsalidis from Fender Katsalidis
Architects (Aust) Pty Ltd.
Little Hero is an 8-storey urban living development built on an
existing one-basement structure Once used to house a substation,
the project comprises a retail podium and 63 residential apartments.
The apartments were separated into 7 different types of modules so
that it could be manufactured in the UB workshop.
Construction of the units at the UB factory facility. All units are
completed within the factory prior to transportation to site.
Installation of units on the third level. Completed units are transported
to site by a low loader truck and lifted into place with a temporary
tower crane.
For more information on the Unitised™ Building, please visit www.unitisedbuilding.com
Issue 2 2010 EXPERTS ENDORSE SINGAPORE’S
CONSTRUCTION PRODUCTIVITY
FRAMEWORK
B
CA held its first International Panel of Experts (IPE) on Construction Productivity
& Prefabrication Technology in Singapore from 17 to 20 August this year, where
international experts convened and reviewed its approach to raising construction
productivity. Highly regarded in the field of design and construction management;
and productive methods such as precast and prefabrication, they were joined by local
experts and engaged in discussions to accelerate the momentum in building up a
productive, professional and technologically-advanced construction sector.
The experts gave the thumbs up to BCA’s efforts in taking a strong lead to promote
productivity improvements for the construction sector, and agreed with the broad
direction and five strategic thrusts in BCA’s construction productivity roadmap:
(i) Manpower Development
(ii) Enhancing Regulatory Framework
(iii) Technology Adoption and Capability Building
(iv) Encouraging Adoption of Procurement Models that Enhance Productivity and
(v) Creating Industry Awareness on Productivity Improvements
Issue 2 2010
RECOMMENDATIONS FROM THE IPE
Productivity Indicators
• Incorporate productivity indicators at the project and trade
level to track productivity improvement in the construction
industry.
Manpower Development
• Retain and upgrade foreign workers who will continue to
form the bulk of the construction workforce on site.
• A formalised “apprenticeship” programme for locals to help
build up their competence and retain them in the industry.
Technology Adoption
• Facilitate better integration between designers and contractors through
Building Information Modelling (BIM).
• Encourage greater industry buy-in by getting public sector projects to
take the lead and use BIM in their projects.
• Implement a phased approach for the industry to implement BIM.
Industry Awareness
• Emphasise on modular coordination within Singapore’s buildability
framework with additional buildability points awarded for modularisation
within different building types.
• Encourage the greater use of precast and prefabrication and consider
optimal system construction that incorporates precast, prefabrication,
and system formwork.
• Raise awareness on the importance of good design and the built
environment among the younger generation.
This being our first IPE on construction productivity, it gave us an insight on how different countries manage
construction productivity, and the common challenges we share in terms of effective site management,
developing accurate measurement indicators of productivity, achieving higher degree of integration in
design and construction and convincing the industry to dedicate to detailed planning in the construction process. BCA
will take all their recommendations into consideration and collaborate closely with the industry, to integrate our efforts to
achieving higher productivity”.
- Dr John Keung, IPE Chairman and CEO of BCA
Issue 2 2010 Interview with Productivity Experts
Q1. In your opinion, what is a critical element that
would lead to the greater adoption of precast?
Architects and engineers must adopt the mindset of precast at the
design conceptual stage in order to maximise the benefits of a precast
building. It is important that the designers build up the capabilities in
the design of the precast concrete components.
Those involved in the design and decision making process of a
building should have a comprehensive knowledge in the following
areas:
MR HERMANN WECKENMANN is the
Managing Director of Weckenmann
Systems Technology, (Germany) - a
world-renowned company in the field of
precast concrete production, automation,
handling and crushing machines for
synthetic products. He studied at the
University of Applied Sciences, Constance
(Germany) and achieved a Diploma in
Mechanical Engineering.
• Advantages and disadvantages of general and commonly used
precast elements.
• Availability of different precast components in the local market as
well as the capability of the manufacturers;
• Deliver high quality products in a timely fashion as the process is
mechanised/automated.
• An adequate support of the local precast industry to guarantee
a stable and reliable market, this would validate investment for
advanced technologies.
• Possible savings in downstream works: no formwork, full
installation, embedded parts/infrastructure, finished surface, less
material consumption (i.e. concrete, reinforcement), less waste
and reworks, minimised labour usage, higher level of safety,
reduced negative impact to the environment (noise, dust, ground
contamination etc.)
Furthermore, to enhance higher precast adoption in a building
project, it is recommended or ideal if the buildings are mainly made
up of slab and wall system, which are the most efficient components
for precast (Flat walls and slabs are popular precast components.
They are easier to manufacture and most of the currently available
technologies are made for these products).
Q2. How does your company achieve high
productivity in the precast production?
My staff are also provided with advanced technologies, tools and
equipments, and efficient work systems to improve productivity
“In order to remain
competitive in
the industry, it is a
continuous effort to
raise productivity.”
-MR HERMANN WECKENMANN,
Managing Director of Weckenmann
Systems Technology
10 Issue 2 2010
Q3. How do we enhance the efficiency and quality of
the precast industry?
For precast production in a plant, I would like to encourage precasters
to automate the process. It would be ideal if the precast plant is
housed in a multi-storey building as this will optimise land use and
work processes. This is especially so in land-scarce Singapore. In
addition, there should also be good transportation and logistical
support.
PROF J.N.J.A. VAMBERSKY is a Senior
Partner and Managing Director of
Corsmit Consulting Engineers and parttime Professor at Delft University of
Technology, Faculty of Civil Engineering,
Department of Building Engineering in
Netherlands.
His professional activities are focused
on structural design of buildings, with
accent on high-rise buildings and
precast concrete. He has contributed to
new developments in precast concrete
technology and was involved in the
structural design of different innovative
high-rise precast concrete buildings in
the Netherlands and abroad.
Q1. With the current buildability framework, how could we further improve productivity in terms of design?
I think modular coordination would help to improve productivity. It is a concept whereby components are dimensional and positioned in
basic units or modules to fit into modular grids in buildings, e.g. with main modules of 600mm or 300mm and sub-modules of 100mm. This
will enable different building components, such as dry walls and ceiling panels, which are usually designed to such modules, to be easily
installed on site. Perhaps, this could be incorporated in Singapore’s buildability framework and points can be allocated for it.
Q2. What are your thoughts on the precast development in Singapore?
There is room for much greater adoption of precast construction in Singapore to drive productivity. Greater support should be given to
the industry to build a strong precast industry. Nevertheless, precasting is not a universal solution for everything. It is indeed necessary
to determine an optimal level for off-site precast, on-site precast and cast-in-situ construction using system formwork as every project is
different, with different site conditions, logistics, the availability of resources, and the extent of repetition of components.
Q3. How can we raise awareness in productivity and construction technology?
Similar to what is being done in Europe, it would be useful to see how topics related to productivity and construction technology could
be incorporated into the education curriculum. Precasting technology and modular coordination could also be included in the education
programmes of vocational centres, higher technical schools and technical universities. In addition, competitions could be held for schools to
help students develop their interest in engineering and productivity-related topics.
Issue 2 2010 11
A LEARNING JOURNEY AT
THE BCA ACADEMY
S
enior Minister of State for National
Development and Education, Ms Grace
Fu, hosted a visit for members of the National
Productivity and Continuing Education
Council (NPCEC) at the BCA Academy on 15
October 2010.
DPM and Minister (Defence) Teo Chee Hean,
2nd Minister (Finance and Transport) Mrs
Lim Hwee Hua, and Minister of State (Trade
& Industry and Manpower) Lim Yi Shyan
were part of the delegation who were
there to gain a better understanding of
the manpower training framework for the
construction sector.
NPCEC members are intrigued by how BIM works. The technology can be used to
demonstrate the entire building life cycle, including the processes of construction and
facility operation.
The visit kicked off with a presentation on
the framework, which covered key measures
to raise the productivity and capability of
the construction sector. The presentation
was highly interactive and educational, with
DPM Teo asking many questions along the
way about the framework.
In March this year, the Government had
introduced a $250 million incentive package
to steer the construction sector towards
higher productivity and capability building.
The Construction Productivity and Capability
Fund (CPCF) covers three areas: Workforce
Development, Technology Adoption and
Capability Development.
The comprehensive training framework falls
under the Workforce Development arm.
Three prongs support this framework: Cofunding manpower development through
upgrading courses and training in the use of
technology, skill assessment of workers, as
well as scholarships to attract local PMETs to
join and lead the sector.
SMS Ms Grace Fu explains more about the manpower training framework to DPM Teo.
Demonstration of a drywall installation.
12 Issue 2 2010
Following a presentation on the framework,
the delegation moved on to tour the
training facilities of the Academy. The
group observed a skill assessment test for
electrical wiring trainees and viewed the
tower and mobile crane training. These
two courses available under the CoreTrade
scheme are popular among the locals as this
skill commands one of the highest rates in
the construction industry.
The tour ended with an overview of
Building Information Model (BIM) and crane
simulation technology, both of which can
improve productivity and cost savings.
Issue 1 2010 12
Improving Construction
Productivity with
MechC
T
o assist and guide the construction industry towards achieving a higher level of productivity, the
Building and Construction Authority (BCA) has come up with an array of assistance schemes under
the Construction Productivity and Capability Fund (CPCF). Builders can tap onto these schemes to propel
themselves to greater heights of productivity.
Many construction companies have shown great interest in the CPCF; in particular, the Mechanisation
Credit (MechC) scheme. The scheme helps construction companies to achieve productivity by defraying
the cost of technology adoption. Find out how three construction companies leveraged on the CPCF to
overcome challenges in their productivity journeys, and how these schemes have helped in achieving
their goals.
PQ Builders Pte Ltd
PQ Builders started out as a small renovation contractor. With 20
years of experience in the construction industry, PQ Builders is now
preparing to upgrade to a Grade B2 contractor. As productivity is one
of their major business priorities, PQ Builders sees the need to be at
the forefront, seeking new technologies and equipment to improve
productivity.
To improve on the existing processes and reduce the number of
workers, PQ’s Director Mr. Peh decided to make use of the MechC
scheme to purchase a scissor lift and a spray paint machine. Such
investments in equipment have allowed PQ Builders to remove
unnecessary processes and allocate their workers to other productive
work, hence enabling them to have an edge over their competitors.
Using a scissor lift removes the need for erecting and
disassembling scaffolding as well as cuts down the movement
of workers.
Spray painting machine enables the worker to achieve a
smooth finishing while covering a larger area of work in a
shorter time.
“SMEs are always short on
budget, so they prefer to
rent rather than purchase
an equipment. Although
MechC also caters for the
leasing of equipment, we
decided to purchase our
equipment, as it is cheaper
than renting in the long
run.”
- Mr. Peh Ke Heam,
Director of PQ Builders
Issue 2 2010 13
Kong Hwee Iron Works and Construction Pte Ltd
Since the early 1960s, Kong Hwee Iron Works and Construction has
steadily progressed and firmly established themselves as a specialist
in steelworks, undertaking various complex projects. The company
places a strong emphasis on enhancing the quality of their works
to maintain their edge in a highly competitive steel fabricating
industry.
Kong Hwee Iron Works and Construction was recently awarded a
project to produce circular pipes as roof trusses. They were looking for
more productive methods of pipe fabrication and when the MechC
scheme was launched, they applied and purchased a Computer
Numerically Control (CNC) pipe profile cutting machine.
Mr. Tee Swee Huat, Kong Hwee’s Assistant General Manager,
commented, “The conventional method is not only slow, it also
requires more manpower. The cut profile requires repeated rounds
of trimming and grinding to achieve a satisfactory fit-up. This is
especially so for complicated joints involving multiple pipes.”
Conventional Method of Pipe Cutting
Conventional method of producing a metal pipe for commercial purposes consists
of several processes. Depending on the volume of work, workers can spend days to
weeks to complete the entire fashioning process. Compared to the CNC pipe profiling
machine, the conventional method of working is very time consuming and tedious.
Conventional Method Process:
Management and staff of Kong Hwee
Improved method through
CNC Pipe Profiling Machine
The CNC pipe profile cutting machine can easily
cut out any pipe profile. The profile design can
be fed to the control panel of the machine and
immediately translates into results. The quality
of the cut is also much better, compared to the
manual way of working.
“The launch of this Construction Productivity and Capability Fund (CPCF) is good news to the industry. We
find the MechC scheme under the CPCF to be the most useful as it defrays part of our costs in our journey
towards higher productivity and quality.”
- Mr. Tee Swee Huat, Assistant General Manager of Kong Hwee Iron Works and Construction
14 Issue 2 2010
Seah Kim Cheok Construction Co. Pte Ltd
Started out as a sub-contractor in 1981, Seah Kim
Cheok Construction now specialises in projects
that require quality workmanship.
Under the leadership of Managing Director, Mr. Seah
Sun Hock, the company emphasises on continual
improvement by providing quality products. The
company was awarded the Certificate Of Merit
– Residential Buildings ($1000/m2 & above) BCA
Construction Excellence Awards 2000 for their
project “Palm Mansions”.
Seah Kim Cheok Construction understands the challenges of
handling both large and small projects well. Conventional methods
of transporting construction materials to higher grounds requires
manpower. Such methods are laborious and may not be feasible due
to site constraints.
Lift Hoist
Space constraint further complicates this problem, making material
transportation extremely difficult. Many resort to workers carrying
these materials to solve the problem but it is hardly productive.
Skid Loader
• Easy transportation of construction material to higher levels
• Highly maneuverable and can reduce the number of workers
on site
To improve the productivity of their construction projects, Seah Kim
Cheok Construction applied for the MechC scheme and invested in a
material hoist lift system and a mini skid steer loader.
By leveraging on such technologies, substantial amount of time
and effort can be saved and workers can be deployed to carry out
other productive work. Combined with proper project management
and work allocation planning, the company can concentrate on
improving the productivity of their construction team and meet the
deliverables on time.
• Hoist lift system has the ability to lift materials weighing up
to 250kg
• Overcome the lack of space in small projects
• Easy transportation of construction materials
• Reduce the number of workers
Issue 2 2010 15
PRODUCTIVITY IMPROVEMENT PROJECT:
L.S. CONSTRUCTION,
LIAN BENG GROUP
L.S. Construction Pte Ltd, a subsidiary
of Lian Beng Group Ltd, has seized the
opportunity presented by the CPCF
schemes to improve their construction
capabilities. They are taking their first
step towards the adoption of advanced
technology in their Productivity
Improvement Project (PIP) involving the
use of the movable perimeter platform
and safety screen system.
CONVENTIONAL
The conventional practice of setting up a perimeter safety
net around a high-rise building under construction involves
the manual erection of a scaffold structure, followed by the
manual attachment of the safety net at the external face of the
scaffold. This process is both time-consuming and potentially
hazardous. Furthermore, this scaffold structure needs to be
constructed to the same finishing height of the building; this
means that a lot of scaffolding and screen material is required
in tall building projects.
“The introduction of the CPCF schemes by
BCA has encouraged us to explore ways to
re-engineer current construction practices
to improve productivity, and the Productivity
Improvement Project has definitely facilitated the
implementation of the new system in our building
works.” – L.S. Construction
NEW
The movable perimeter platform and safety screen system is
a modular system, thereby allowing quicker and less complex
installation, as compared to the conventional system. Also,
this innovative system spans four vertical tiers corresponding
to four storeys of the building, and can be moved up in
tandem with the storey-by-storey structural works as building
construction progresses, thus cutting down significantly on
material usage, and also leaving the completed lower floors
neat and tidy.
OTHER ONGOING PRODUCTIVITY IMPROVEMENT
PROJECTS
The launch of the PIP scheme, along with the other CPCF
schemes in June this year, has encouraged many construction
firms to explore and implement productive construction
methods in their projects. Apart from Lian Beng Construction,
BCA is currently assisting several other companies to tap on
the PIP scheme to improve their productivity. Some interesting
projects include:
- Automate production of precast insulated roofing slabs
- Modification of jack-in piling machine for piling in areas with
limited working space e.g. near adjacent structures
- Development of a spray painting method for the airport
runway marking
16 Issue 2 2010
Movable perimeter platform and
safety screen system
Conventional scaffolding
with safety net
L.S. Construction applies the following to their work:
Ride on the
productivity wave
s
e
s
r
u
o
c
e
s
e
h
t
r
o
by signing up f
Construction Productivity and
Capability Fund (CPCF) courses
Certificate in Interior Finishing Coordination
Certificate in Pavement Construction and Maintenance
Certificate in Precast Concrete Construction Supervision
Certificate in Waterproofing Supervision
Certificate in Building Measurement
Certificate in Geotechnical Instrumentation for Supervisors
Certificate in Levelling and Setting Out
Certificate Course for Structural Steel Supervisors
NBQ in Project Supervision
Higher NBQ in Project Supervision
Advanced NBQ in Project Supervision
NBQ in Supervision and Coordination of M&E Works
Higher NBQ in Supervision and Coordination of M&E Works
Advanced NBQ in Supervision and Coordination of M&E Works
NBQ in Operation & Maintenance
Higher NBQ in Operation & Maintenance
Advanced NBQ in Operation & Maintenance
Contact:
BCA Academy
Tel: 62489999, Email: [email protected]
CONSTRUCTION
PRODUCTIVITY AND
CAPABILITY FUND
(CPCF)
TECHNOLOGY ADOPTION
MECHANISATION CREDIT
PROVIDES ASSISTANCE TO COMPANIES TO DEFRAY UP TO
50% (S$20,000) OF MACHINERY COST
PRODUCTIVITY ENCHANCEMENT VOUCHER
PROVIDES ASSISTANCE TO COMPANIES TO ENGAGE CONSULTANTS TO ACHIEVE
PRODUCTIVITY GAINS
PRODUCTIVITY IMPROVEMENT PROJECTS
ENCOURAGES COMPANIES TO BUILD UP THEIR WORK PROCESS TO
ACHIEVE PRODUCTIVITY GAINS
BUILDING INFORMATION MODEL FUND
PROVIDES ASSISTANCE TO COMPANIES TO INCORPORATE BIM INTO
THEIR WORK PROCESSES TO OFFER NEW VALUE ADDED SERVICES
FOR MORE INORMATION ON THE INCENTIVE SCHEME UNDER THE CPCF
Please Contact: CPCF Toll-free Hotline: 1800-325 5050