Commercial management Assignment Example | Topics and Well Written Essays - 3000 words

Commercial management - Assignment Example The report also underscores the importance of strategic bidding process by highlighting on models of bidding process and their strengths. In addition, the report also identifies predominant factors impacting on the mark –up optimization and strategies that could be employed by the construction company to enhance their bidding process. Additionally, the study examines the critical issues relating to cash flow and recommends strategies that could be employed by firms to ensure effective management of cash flow. The report will also expound on the strategic construction management claims in the event of changes on the contract, as a result of unprecedented risk occurrence. In conclusion, through the synthesis of the identified factors, the report recommends the strategies that the company should adapt with regards to environmental factors, strategic bidding practices and cash flow management in order to improve its profit and operations The main focus of this report is to provide strategic management plan for a medium sized construction company operating in UK in light of UK’s economic recovery from recession (BBC News, 2014). In outlining the company’s strategy, the report will be divided into three sections. The first section will entail an examination of the companys environment by use SWOT and PESTLE analytical tools. The second section will expound on quantity surveyors practices and principles in relation to the operations of a contractor and their implications to strategic alignment of the construction company. The subsequent section will examine new developments in the industry and their implications to the subject company. In conclusion, the report will provide recommendations deemed pertinent to the successful implementation of identified company strategy. UK’s construct industry is directly impacted by political factors through economic policies, deregulation policies and EU directives (British Chambers, 2014). Under

Wireless telephones Essay Example | Topics and Well Written Essays - 250 words

Wireless telephones - Essay Example Both passengers and radios can equally affect the attention of a motor vehicle operator, thus singling out the use of a wireless telephone may be merely populist. This may be especially true with regards to talking and listening rather than texting. Nevertheless one of the advantages of this law is that it reduces the number of motor vehicle accidents resulting from the use of wireless telephones while driving. Also, the subsections (6a) and (6b) clearly state when an offence is to be cited and subsections (5a) and (5b) state the punishment due (Levy et al. 3). This makes it easy to enforce the law. On the converse though, separation of subsections 2 and 3 imply that there is a difference between minors and adults and from their wording it appears that adults may be allowed to use wireless telephones while driving. Also the definition of an emergency in subsection (1a) still leaves a lot of room for different interpretations for example different people may interpret fear for one's safety differently. These instances of ambiguity may be used as a loophole by offenders and their attorneys. Regardless of these ambiguities I am for this state law because its spirit is more of preventative rather than vindictive. This means that it seeks to better the quality of life for the residents of Colorado State by protecting them from avoidable motoring accidents.

Intergrated Project Deliver at Autodesk, Inc. Essay Example for Free

Intergrated Project Deliver at Autodesk, Inc. Essay When working at any company or organization, communication is the key issue in starting up a project. Whenever you being a project, the first step would how to communicate with the team member you will be working with. Bernstein and his team have completed an important project within the budget, timeline, and scope. In this paper, I will discuss the vision statement, and briefly discuss the following: * Generated for the project scope. * Examine how Phil Bernstein foster high levels of performance for the project * Illustrates the unsuccessful tactics to inspire the team to greater heights * Create my own approach to managing this project. Phil Bernstein is the project leader for IPD, and the construction project at AEC headquarters. Bernstein and his team shall develop, and implementing a shared vision that will help motivate, and inspire the team to work hard to make the project a success. The vision needs to include AEC’s communication for the workplace to demonstrating the importance of creativity and innovation. When starting the vision statement it should be simple, and expresses the aspirations and goals of a company or organization. When developing a vision statement this gives the members of the organization or project team the chance to come together to look at areas of expertise, and decide on the future of the project. The project is to use the Autodesk Inc. that produces software for architecture, engineering, and construction, to create a non-traditional office building using 3D technology. The project is to use the conduction of the new headquarters as an opportunity for its Solutions Division to combine the latest software capabilities into building information modeling with an emerging paradigm called integrated project delivery (Edmondson Rashid, 2009). The project will use the  IPD method to foster communication among all stakeholders during the early stages of the project. To foster higher levels of performance, Bernstein will ensure the project design qualities stayed supported with the project goals and budget constraints. This particular project is critical that no team member lag behind in providing the desired output. In the case study, it was demonstrated when the project management team has to make the choice to terminate a vendor who was working on the Customer Briefing Center ceiling. The vendor was initially hired because of the building information model capabilities and experience working on the bench mark projects. The team later learned that the vendor would not be able to build nor install the ceiling within the budget that was given for that portion of the project. The team came together and decided the issue and came to a conclusion to relieve the vendor of his duties. The team decided to hire another vendor to perform the duties. The vendor that the team hired lacked the technical skills that the previous one attained, but the new vendor would be able to deliver the project on time and within the budget. Being able to deliver on time and within budget is the ideal for majority of project done. Another example of fostering higher level performance is when the team members are able to communicate and set goals to meet the objectives of integrated project delivery. The managers should empower other team members with decision making responsibilities. It is not noted throughout the case that there are critical decision that must be made. The executives should feel confident that they hired the right people to make decisions and not be afraid to take the necessary risk to ensure the project stays on track. To ensure that integrated project delivery works effectively the project implementation team must have the right mind set. Illustrate his unsuccessful tactics to inspire the team to greater heights Bernstein illustrated unsuccessful tactics when there appeared to be trouble with the contingency. Bernstein decided that for all future projects he will not include any savings from the contingency as part of the compensation structure. According to the case study, it appeared that contingency was a bad idea, because it is not in sync with the integrated project delivery (Harvard Business School, p.70). Integrated project delivery is emerging as the way to organize project teams to achieve a lean construction at a time when the industry is searching for ways to eliminate  waste, cut costs, improve productivity, and create positive outcomes (Carbasho, 2008). The reason Bernstein wants to use this practice, because it generally fosters collaboration amongst the team by integrating all the stakeholders regardless of the levels. Bernstein understands that developing rapport early in the project will enhance the outcome. Bernstein also recognized that there was a problem with the contingency idea because the team wanted to ensure that if the project saved money they wanted to include it in the contingency compensation. The team wanted to include the money in the compensation package because at the end of the project the money can potentially be used as incentives, and could be divided among the team player. Bernstein decided that maintaining contingency within the compensation package was not worth the trouble, some members agreed with Bernstein while other believed if the scope of the contract was defined more accurately the contingency issue may not be problematic. Bernstein decision to keep the two funds separate created some conflict among the team. This type of decision and tension of maintaining a separate contingency was not favorable with the integrated project delivery approach to foster, nor promote open sharing of information. One member believed that having the members of the team mutually accountable is worth a whole lot more than the cost of sharing a few dollars (Edmondson Rashid, 2009). The approach that would be used to manage this project would be similar to the current approach. The integrated project delivery method would appear to be the most logical and cost effective. The idea of integrating all stakeholders at one time does not appear to be anything new that project managers have not used previously. Although there were barriers along the way, this approach seemed to work. The project finished on time and was recognized for its efforts by the American Institute of Architects (Edmondson Rashid, 2009). As a project manager the first collaboration and task amongst the team members would be to establish a vision statement, which involves creating a view of the desired results of your projects, which is normally shared by all stakeholders. Without a vision it would be difficult to continue on with the project of this size. The integrated approach focuses on what is commonly known as the core group of the project such as: the owner, contractor and architect/designer this type of approach can be applied well beyond three main stakeholders aforementioned. The use of the  major stakeholders is a reasonable approach however this approach will also include other important team members who will be as important to ensure the project’s success. By continuing to use the IPD approach shall allow the owners to openly share the project information. It will also streamline the project communication which allows them to effectively balance the project options to meet their business enterprise goals. By using the integrated delivery approach it will strengthen the project teams, and understanding the owner’s desired outcome. The IPD approach will include the contractors, one of the core members that will allow them to contribute their expertise in construction techniques early in the design process resulting in improving project quality and financial performance during the construction phrase. By using the contractors during the designing phase will help with pre-construction planning and understanding the design. As a project manager, one would realize that understanding the design is crucial for this project, because if something goes wrong it could be very costly. Using the architectures or designers as part of the process is another one of those early benefits such as accurate budget estimates to make informed design decision and the pre-construction resolution of design related issues resulting in improved quality and financial performance. They usually bring some of the same qualities as the contractor but from a different perspective. The IPD approach is the desired method that should be used because it’s known to be built on trust and early involvement by more parties. As we all have learned throughout this course, developing trust among the team members encourage people to focus on project outcomes versus individual goals. The project lifecycle will be included with the IPD approach as part of the standard procedures. Reference Carbasho, T. (2008). Integrated Project Delivery Improves Efficiency streamlines construction. Retrieved from htt://www.tradelineinc.com/reports/0A03D1C0-2B3B-B5252-85702EDF900F61 Edmondson, A.C. Rashid, F.(2009) Integrated Project Delivery at Autodesk, Inc. Boston: Boston, MA: Harvard Business Publishing. Lewis, J. (2003). Project leadership: Boston, MA: McGraw-Hill

The Construction Quality Assessment System Construction Essay

The Construction Quality Assessment System Construction Essay CONQUAS stands for Construction Quality Assessment System. Construction Industry Development Board Singapore now known as the Building and Construction Authority have developed it for the major public sector agencies and the various leading industry professional bodies to measure the quality level of completed project (The National House Buyers Association (HBA), 2009). The Building and Construction Authority (BCA) is an agency under the Singapores Ministry of National Development. The BCA is championing the development of an excellent built environment for Singapore. Built environment refers to buildings, structures and infrastructure in our surroundings that provide the setting for the communitys activities. (Building and Construction Authority, 2006) At the beginning, the CONQUAS was introduced only to the local construction industry. CONQUAS have been launched since 1989 (Building and Construction Authority, 2006). Today, CONQUAS is widely recognized and also accepted internationally as a benchmarking tool for quality. CONQUAS is now a registered trademark. CONQUAS have adapted in Singapore, Malaysia, China, Hong Kong, United Kingdom, Australia, South Africa and India, UK and Hong Kong construction industries (Building and Construction Authority, 2006). The aim of CONQUAS was introduced to have a standard quality assessment system for construction projects. Furthermore, CONQUAS is to enable quality assessment to be carried out systematically within reasonable cost and time. Besides, CONQUAS is used to measure quality of constructed works against workmanship standards and specification (Building and Construction Industry, 2005). However, CONQUAS is an independent assessment. It is carried out by assessors from BCA Singapore. It was designed to gauge and benchmark the quality of workmanship through the sampling approach. On the other hand, it means not every unit will be inspected or evaluated by the assessor. Random samples will be pre-selected and inspected to represent the quality of the whole project (The National House Buyers Association (HBA), 2009). Since the launch of CONQUAS in 1989, more than 2,238 public and private building projects have been assessed by BCA. The total cumulative contract value of the assessed projects exceeds 81.9billion Singapore dollar (Building and Construction Authority, 2006). In 1998, BCA introduced a number of new features to CONQUAS resulting in the launch of CONQUAS 21 (Building and Construction Authority, 2006). Now, Malaysia is applying CONQUAS 21 into the building projects. Problem Statement The standard quality of the building product becomes the significant issue that is always discussed and disputed by the contractors, developers, and investors or house buyers. Quality assessment of the building before the developer vacant possession to the purchaser is the significant issue for the developer. The developer shall delivery the final building product to the purchaser which the building is achieved a standard quality. However, how many will ask: How should I ensure the quality of the product (property) that I purchased is fairly justified with the amount of money that I paid? Many of the investors and the house buyer are sacrificing a huge money to appoint a famous Feng Shui master, to conduct a property surveys and engaged property agent prior making decision to invest the property. Has the quality standard of the building product been assured and same as the show unit? (The National House Buyers Association (HBA), 2009). There are many developers intended to deliver the final product to the end user with free of defects and good in quality. Thus, to achieve the standard quality of the building production, the contractor can adopt the Construction Quality Assessment (CONQUAS 21) in the project to give the quality assurance workmanship of building product. Although, the CONQUAS 21 is applied in construction industry, however, it is brought any benefits to the contractors, developers and end users? Moreover, what are the impact of the CONQUAS 21 toward the contractors, developers and end user? Consequently, the researcher will carry out the research regarding the application of quality assessment system (CONQUAS 21) in construction industry. Aims Objectives Aims To investigate Quality Assessment System (CONQUAS 21) in construction industry. Objectives To study the principle and concept of CONQUAS 21 To find out problems occur when applying the CONQUAS 21 To find out the advantages of using CONQUAS 21 Scope of study The research will provide a detail description on the standard of CONQUAS 21 and procedures of the system. This is done through literature review on journal papers, conference papers, books and browsing through websites. Besides that, the researcher aims to the population of local contractors and developers who are adopted CONQUAS 21 in the construction projects. Researcher will investigate the reason of implementing the CONQUAS 21 in construction industry. Moreover, research will in-deep investigate regard the impacts and advantages of CONQUAS 21. Basically, a case study will be conducted to obtain more information regarding the implementation of CONQUAS 21. Research Methodologies Literature Research Cover journals, relevant textbook, and internet research and conference paper is the sources that I obtain my information and doing for my literature research. Interview Site agent, supervisor and the site manager will be interviewed by the researched to get more details about the CONQUAS 21. The interview is hold at Swiss Garden Residences site. Case Study Site visit to the Swiss Garden Residence would be the best way to figure out the effectiveness of CONQUAS 21. Besides that, it is to figure out the problems occur when applying the CONQUAS 21. Chapter Outline Chapter 1: Introduction In this chapter, the researcher is going to slightly introduce the background of CONQUAS. Besides that, the researcher is going to talk about the aims and objectives for this research. Chapter 2: Literature Review In this chapter, the researcher is going to discuss the concept and principle of CONQUAS 21. The information regarding the CONQUAS 21 are obtained from the literatures from books, articles, journals and web site. Moreover, the researcher is going to comment on the advantages of CONQUAS 21 and the impact of applying the CONQUAS 21. Chapter 3: Designing the case study and research methodology The researcher is going to use Swiss Garden Residences as the case study for CONQUAS 21. The researcher is going to interview the project manager, site manager and site agent for obtaining the relevant information. Chapter 4: Analysis of the secondary data After collecting the information, the researcher is going to do the analysis for the information obtained. The researcher is going to argue on the information obtained and give some opinion regarding the CONQUAS 21. Chapter 5: Conclusion and further studies In this chapter, the researcher is going to make a conclusion for the whole research and state out the further studies for quality assessment. Plan and Schedule Planned Schedule 2009/2010 2010/2011 Second Semester First Semester Second Semester Nov Dec May June July Aug Sep Oct Nov Dec Introduction Literature Review Designing case study Analysis Conclusion Actual Schedule 2009/2010 2010/2011 Second Semester First Semester Second Semester Nov Dec May June July Aug Sep Oct Nov Dec Introduction Literature Review Designing case study Analysis Conclusion Chapter 2 Literature Review 2.1 Quality Philosophy Definition of Quality Different party defines the quality in different way. Some people will define it as to meet contract requirements, instead some people define it as the satisfaction of customer and others also define as it reaches the required standards. Totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs is the definition that The National Organization for Standardization (ISO) defines quality (Chung, 1999). The aims or requirements have been fulfilled or reached by any party, mean the quality standard has been achieved. Furthermore, quality also can be defined based on own opinion such as providing customers with products and services that consistently meet their needs and expectations (S.L. Tang, 2005), performance to the standard expected by the customer (S.L. Tang, 2005) and fitness for purpose (Chung, 1999). However, the definiton of quality is based on how a party to define, it can be defined is several way. Basic Concept of Quality Quality is the most important factor to be concerned in every field including construction field. In order to achieved the quality, the industries have come out with there are assessment system and guidelines to be carried out to ensure the works done in the construction industry can achieve the quality. ISO 9001:2000, Quality Assessment System in Construction (QLASSIC) and Construction Quality Assessment (CONQUAS) is the assessment system that always used by constrction industry to ensure the works done reach the quality standard requirement. Case study of CONQUAS will be carried out in more details later. Quality can be quantified as follows:- Q=P/E Where, Q = quality P = performance E = expectation If Q is greater than 1.0, then the customer has a good feeling about the products or services (Besterfield, 1998). Furthermore, There are nine dimensions in the quality. All dimensions are independent, which means that an end product can be excellent in one dimension but poor in others (Besterfield, 1998). These nine dimensions details and their terms is the following:- Table 1: Nine dimensions of quality and their terms Dimension Terms Performances Primary products/service characteristic such as time, cost and workmanship aspect. Features Secondary characteristic, added consideration such as creativity in design and attractivenes. Conformance Meeting specification or industry standards, workmanship and clients requirement in contract. Reliability Consistency of performance over time, average time for the unit to fail. Durability Useful life period with less maintenance or repair. Service Resolution of problems and complaints, ease of repair. Response Human to human interface such as efficiency during meeting, fast decision making, effective human resources management. Aesthetics Sensory characteristics in design such as exterior finishes. Reputaion Past performance such as being ranked first in the tendering process. Adapted from Garvin, 1988, Managing Quality: The strategic and Competitive Edge, New York: Free Press. Furthermore, there are always the relationship between quality with cost, value, cycle time and productivity. The details of the relationship is shown as following:- Quality and Productivity Productivity increase will influence the quality by improvement Productivity = Salcable output / Resources used Quality and Costs Cost will increase if the quality of conformance increase Cost will increase if the quality of design increase Quality and Cycle Time The cycle time will be reduce if there is improvement of quality effort The cycle time to complete the activities is the key parameter Quality and Value Organizations must evalute the value they provide, relative to the competition Value = Quality / Price (S.L. Tang, 2005) 2.1.3 Quality Management Quality management will influence the quality directly. The principles of quality management are applicable to every industry, within all organisations and at every level (McCabe, 1988). The basic goal of quality management is the elimination of failure: both in the concept and reality of products, services and processes (Juran, 1989). The quality management is defined as all activities of the overall management function that determine the quality policy, objectives and responsibilities, and implement them by means such as quality planning, quality control, quality assurance, and quality improvement within the quality system (McCabe, 1988) The quality management have four stages in evolution, known as: Quality Inspection, Quality Control (QC), Quality Assurance (QA) and Total Quality Management (TQM) (UTM, 2003). Inspection and Quality Control are retrospective; their aim is find out the occurred problem by detection mode. Instead, the aim of Quality Assurance and Total Quality Management is reduce and to avoid problems occuring (McCabe, 1988). The characteristic of the different stages in Quality Management as shown following:- Figure 1: The four stages of quality management TQM QA QC Inspection Adapted from Dale, Boaden and Lescelles 1994: Levels of total quality management adoption Figure 2: The four stages of quality management Quality Assurance Quality systems development Advanced quality planning Comprehensive quality manuals Use of quality costs Involvement of non-production operations Failure mode Total Quality Management Policy deployment Involve suppliers and customers Involve all operations Process management Performance management Teamwork Employee involvement Quality Control Develop quality manual Process performance data Self-inspection Product testing Basic quality planning Use of basic statistics Paperwork controls Inspection Salvage Sorting, grading, relending Corrective actions Identify sources of non-conformance Adapted from Steven McCabe 1988: Quality Improvement Techniques in Construction Stage 1 : Inspection The first stage of quality management is inspection. The inspection is defined as activity such as measuring, examining, testing or gauging one or more characteristics of an entity and comparing these results with specified requirements in order to establish whether conformity is achieved for each characteristic (McCabe, 1988). Inspection is used by most of the construction industry to ensure the conformance. The site supervisor will carried out the inspection of the construction project. The supervisor will make the comparison the architectural works and structural based on the specification and drawing. If there is any defective works found by the customers, the contractor need to rectify the defective works until fulfill the customers requirement. Stage 2 : Quality Control (QC) Quality control will be carried out after the inspection done. Quality control is considered as a system of routine technical activities, to measure and control the quality of the inventory as it is being developed (Mangino, 1996). The procedure of Quality control is very complicated. QC mostly is based on the statistical analysis. Collection of data is required in QC to maintain the quality by statistical techniques. Stage 3 : Quality Assurance Quality assurance is defined as all the planned activities implemented within the quality system, and demonstrated as needed, to provide adequate confidence that an entity will fulfill requirements for quality (McCabe, 1988). The objective of Quality Assurance (QA) is to provide adequate confidence that a service or product will fulfill customers requirement by performing system audit, Failure Mode and Effect Analysis, design of experiment and similar initiatives (UTM, 2003). In other words, QA is more specified on planning. The prevention of poor quality and defects is based on detection activities. Stage 4 : Total Quality Management The final stage of quality management is Total Quality Management. The implementation and understanding of quality management principles and concepts in every aspect of business activities are involved in this stage. The best service or product will be provided to the customer at the lower cost by using these activities. However, TQM is less formal; having either procedures or system, and it is hard to be described due to it is less in formality (McCabe, 1988). Normally, only guidance will be provided by TQM and it consider as a philosophy. Concept and Principles of CONQUAS 21 2.2.1 Introduction Recently, the requirement of customers towards the building that they purchase is quality. They wish to get the best quality of the purchase building as possible. In this condition, the developers have to play an important role to ensure the quality of the building project. The developers overcome the problem by using Quality Assurance (QA) and Quality Control (QC) into the construction project to maintain the standard of quality as the requirement. CONQUAS 21, ISO 9001:2000, QLASSIC will become the choice for the developers for their assessment system. Case study about CONQUAS 21 will be carried out by the researcher in more details. 2.2.2 Objectives of CONQUAS 21 There are three objectives in the CONQUAS 21 system: Act as a standard quality assessment system in construction projects. Inspecting quality assessment by: Measuring the specification and standard of the workmanship in the works done Randomly selecting the sample as represent the whole project To enable quality assessment systematically take place within reasonable cost and time (Building and Construction Authority (BCA), 2006) Scope of CONQUAS 21 In CONQUAS 21 system, all the works done will be given points based on the quality standard. All of the given points will be added together to get the total quality score which also known as CONQUAS score for the construction project (Building and Construction Authority (BCA), 2006). The quality workmanship is better, the higher of CONQUAS score will be obtained. 100% is the maximum CONQUAS score in construction project, but our human being is unable to construct a work with zero-defects. The general building works is covered by CONQUAS 21 system. There are 3 components in the assessment: Structural Works Architectural Works and Mechanical Electrical (ME) Works There are different item to be assessed in the different component stated above (Building and Construction Authority , 2005). CONQUAS 21 is considered as first time right inspection approach (Building and Construction Authority , 2005) means that the rectification works will not take into consideration in CONQUAS 21 score for the assessment. Furthermore, sampling system is the assessment system used in the CONQUAS. The assessor will choose the unit according to the average, 1-in-4 apartment units in a residential development for the assessment (Building and Construction Authority , 2005). Thus, which unit will be chosen is unknown so the contractors have to ensure all of the constructed works are in good quality condition. If there is any defective found, the works will be considered as failed. Besides, the heavily equipment-base such as heavy foundation, sub-structure works and piling is not available for assessment and the work separate contracts or sub-contracts are not included in the assessment (Building and Construction Authority (BCA), 2006). The inspection is different with the inspection done by the site supervisor. Normally, the contractors have to purposely do an arrangement for the inspection which form a specific team for the inspection. There is a guideline have to be followed for the assessment. Components to be assessed Structural Works, Architectural Works and ME Works are the components under CONQUAS 21 assessment. Structural Works Structural Works can be considered as body for a building, the stability of the building will be affected if there is failure or defect in structural works. Thus, maintain its quality is necessary due to the cost of rectification is very expensive. Below show the details of the assessment of Structural Works:- Inspection of finished concrete, formwork and steel reinforcement have to be carried out on site during the construction site. If any component constitutes exceed 20% of the total structural cost, the pre-stressed concrete and structural steel are included in the assessment. If found the precast concrete volume more than 20% of structural concrete volume, the precast elements have to be assessed. Tensile strength of steel reinforcement and testing of compressive strength of concrete will be carried out on laboratory testing. Non-destructive testing of the uniformity and the cover of hardened concrete. (Building and Construction Authority (BCA), 2006) Appendix 1 shows the quality standards of Structural Works. Architectural Works The components and finishes are classified in Architectural Works. The workmanship and quality can be easily seen and found. Below are the details of assessment of Architectural Works:- After the building have complete, the assessment have to be carried out on roofs, external works, external walls and internal finishes. All the assessment have to be carried out on site. Internal walls, doors, components, windows and floors are classified under the internal finishes. Functional and material tests such as on external walls and adhesion of internal wall tiles and water-tightness of window. (Building and Construction Authority (BCA), 2006) Appendix 2 shows Architectural Works quality standard. Mechanical Electrical (ME) Works The progress of whole building will be influenced by ME Works. Air conditioning Mechanical Ventilation Works (ACMV), Electrical works, the basis ME fittings and Fire Protection Works are classified under the progress of the building. Below are the stage of assessment:- Concealed pipes, ACMV ductworks and electrical conduits are classified as installed works, the inspection on the item have to be carried out before embedded on site. The cooling tower, fire alarm control panel and Air-Handling Unit (AHU) are the final installed works which the assessment have to be carried out on site. Dry Riser Test, Earthing Test and Water Pressure Test are considered as selected works. The performance tests are carried out on them. (Building and Construction Authority (BCA), 2006) Appendix 3 show the quality standard of ME Works. The Weightages CAT A (Commercial, Industrial, Institution and Others), CAT B (Condominium, Institution and Others), CAT C (Public housing), and CAT D (Landed properties) are the four categories of building that distribute the weightages for ME Works, Architectural Works and Structural Works in CONQUAS 21 system. The objective of weightage system is making the quality of a building is based on the CONQUAS score, it is a compromise between the cost proportions of the three components in the various buildings and their aesthetic consideration (Building and Construction Authority (BCA), 2006). In general, ME works consist 10% for four categories of building in average, 35% is consisted by the Structural works and the highest percentage is consisted by Architectural works which 50% in average for the four categories of buildings. The quality of Architect works is the most important with the highest percentage, second is represented by the Structural works and ME works is the lowest. Table 2: The Weightages in CONQUAS 21 Components CAT A Commercial, Industrial, Institution Others CAT B Commercial, Industrial, Institution Others CAT C Public Housing CAT D Landed Properties Structural Works 30% 35% 45% 40% Architectural Works 50% 55% 50% 55% ME Works 20% 10% 5% 5% CONQUAS Score 100% 100% 100% 100% Note: In general, projects with central cooling system having cooling tower, chiller system, etc are classified under CAT A. Otherwise, it will be classified under CAT B. Appendix 5 provides a guides with listing of building under the various categories. Adapted from Building and Construction Authority (BCA): CONQUAS 21 manual book CONQUAS Assessor In CONQUAS 21 system, only the Building and Construction Authority (BCA) officer can be the assessor to inspect the works done of the project. BCA will conduct a calibration program and training for assessors to attend to ensure competency and consistency in the assessment (Building and Construction Authority, 2006). Furthermore, CONQUAS 21 system is consider as independent assessment. Therefore, if the building or parts of the building project are acceptable, the architects and engineers are not allowed to use CONQUAS to make any decision unless the building contract specify it (Building and Construction Authority (BCA), 2006). Sampling Sampling system is introduced in the CONQUAS 21 system for the assessment. It is impossible for us to inspect every unit of the works done. Thus, the sampling system is used for the assessment, it helps the accessor a lot by saving the time and make the assessment easier due to the samples will be randomly chosen by the assessor for inspection. Furthermore, the sampling system want to make sure the inspection is sufficient to represent the whole building by referring to the gross floor area of the building. The assessment of CONQUAS 21 Assessment approach Sampling system is used by the CONQUAS 21 as the assessment system, the sample will be randomly selected for the quality assessment according to the location plan and drawing plan and it will be distributed based on the construction stages (Building and Construction Authority (BCA), 2006). The scoring will be done on the works that are inspected for the first time because the objective of this practice is to encourage contractors doing things right the first time is the principle of the CONQUAS 21 system which want to make sure all the contractor do the works well and maintain the quality in first time. Thus, the scoring will not take into account for the rectification works, only the first time works done will be inspected and scored in the CONQUAS 21 system (Building and Construction Authority (BCA), 2006). In filling the assessment form, X mean the work done do not fulfill the CONQUAS quality standard after inspection on it. Instead, consider the inspected work have reached the quality standard stated in the CONQUAS system. Besides, not applicable item will be noted as - in the assessment form. The number of over the total number of item assessed is the final score of CONQUAS for the whole project. Structural works assessment After the whole projects have been completed, the inspection on structural works only can be done. Wall, slab, beam and column can be classified as the Structural works. Below show the details of the assessment of a reinforced concrete structure:- Table 3: The assessment of a reinforced concrete structure Reinforced Concrete Structure Weightage % Formwork 15 Rebar 20 Finished Concrete 25 Concrete Quality 5 Steel Reinforcement Quality 5 NDT UPV test for concrete uniformity 15 NDT Electro-Cover meter test for concrete cover 15 Total 100 *If total precast concrete volume exceeds 20% of total structural concrete volume, assessment will be carried out for precast concrete construction. The points will be distributed proportionately between formwork/rebar assessment and precast concrete assessment based on the respective concrete volume percentage. Adapted from Building and Construction Authority: CONQUAS 21 manual book The structural works assessment is carried out by using sampling system which mean only part of the samples have been chosen to represent whole project for the assessment, not every unit is inspected. Thus, there are some guidelines for the assessment of structural works. The guidelines are shown as below:- Table 4: Guidelines for Structural works assessment Items GFA per Sample Min Sample Max Sample Remarks 1 Structural Elements 500 m2 30 150 For Non-Housing Project 1a Strctural Elements 1500 m2 30 50 For Housing Project 2 Concrete Compressive Strength 100% Declaration by Qualified Person 3 Steel reinforcement Tensile Strength 100% Declaration by Qualified Person 4 NDT UPV test for concrete uniformity 5,000 m2 2 sets 20 sets 5 structure members per set 5 NDT Electro-Cover meter test for concrete cover 5,000 m2 2 sets 20 sets 5 structure members per set Note: The computed number of elements to be checked must be evenly distributed throughout the entire block and cover at least 50% of floors in a block. They should also as far as possible cover the different types of structural elements. Adapted from Building and Construction Authority: CONQUAS 21 manual book The inspection is only site inspection, the inspection cannot be done at precast yard due to all the structure works to be inspected is cast in-situ concrete works, not the precast component. The inspection of the structural works is according to compliance to the standards (see in the Appendix 1, 1a, 1b 1c). The further assessment will be required if the structural steelwork in the structural works exceed 20% of the structural cost and the points will be distributed proportionately. The Pre-stressing Works is similar with the str

Israeli-Palestinian Conflict :: Essays Papers

Israeli-Palestinian Conflict The history of the Israeli-Palestinian conflict goes back many decades, to when the UN formed Israel in 1948. The conflict is between the Israelis who are Jewish, and the Palestinians who are Arabs, with both sides fighting over land rights in the Middle East. The surrounding countries of Egypt, Jordan, Syria, and Lebanon, support the Palestinians, in their fight to get their homeland back. The Palestinian supporting countries immediately attacked Israel, and a big conflict in the Middle East began. The Israelis believe they have sole rights to govern, and live in their country, although the Palestinians think they should be able to live on their homeland, which they have inhabited for many centuries. Background on the Conflict The formation of Israel has been the fundamental cause of the major wars, between the Arabs and the Jewish people for decades. These wars occurred in 1948, 1956, 1967, 1973, and 1982. The first war immediately followed Israel’s formation. In this war, the Israelis took the entire Egypt-Palestine frontier, except for the Gaza Strip. In 1956, Israel took the Suez Canal, from Egypt by raiding Arab bases, which increased their buffer zone. The buffer zone is an area that Israel controlled but did not own. This made the Palestinian’s effort to attack more difficult, because they had to cross over more land. Then in 1967 Israel shot down six Egyptian military planes, causing the Egyptians to activate their troops. Israel then eliminated the Egyptian Air Force and won what came to be known as the â€Å"Six Day War.† In this war Israel seized the city of Jerusalem; this city is of significance to both sides of the conflict, because it’s historically connecte d with their religious beliefs. They also obtained the Gaza Strip, the West Bank, and Golan Heights, which increased their land holdings. In 1973, the â€Å"Yom Kippur War† occurred. This war was caused by Egypt crossing the Suez Canal, and Syria, another Arab country attacking from the Golan Heights. Israel suffered heavy casualties, but still managed to drive them back, and retained possession of previously captured territory. In 1974, Egypt signed a cease-fire, and Syria started negotiation of peace agreements. When Egypt signed the peace treaty, and recognized that Israel has a right to exist, Israel gave back the Sinai Peninsula in 1979. Increased tensions between the two groups caused Israel to bomb Lebanon, because there are two major Palestinian Liberation Organization (PLO) centers situated there.

Winter Dreams :: essays research papers

In F. Scott Fitzgerald’s, â€Å"Winter Dreams† Fitzgerald creates a character, Dexter Green, a fourteen year old boy who is confident in his â€Å"winter dreams† of extraordinary success, wealth and social status in his â€Å"golden future†. Over the course of the story Dexter paved his way to an ambitious future of economic wealth. At fourteen Dexter was described as the best caddie worker in the club, making thirty dollars a month, which for the summer was not able to be me made anywhere else on the lake. Dexter was also a smart boy, who knew how to barter, asking Mr. Jones for a raise making it â€Å"worth his while† since he was the best caddie. This shows that Dexter is not the type that will just settle. He is a very determined ambitious character.   Ã‚  Ã‚  Ã‚  Ã‚  After college Dexter becomes successful in the business world, opening a chain of laundries. He moves his way up the economic ladder with all of his laundries being flourishing. This shows that he is a hard working ambitious character because he is slowly becoming successful in the business world.   Ã‚  Ã‚  Ã‚  Ã‚  When Judy terminated the engagement, Dexter went out east with the intention of selling out his laundries—but when the war came to America he handed over the business for his partner to run, so he could fight in the war. This shows that Dexter was ambitious because he went off to fight for his country and he left everything he had behind, risking everything that he had.   Ã‚  Ã‚  Ã‚  Ã‚  In the end of the story, Dexter learns from a business man that Judy had gotten married to an alcoholic husband. He says, he can not care anymore, nor will he ever. Ultimately, Dexter realizes that his desire for ambition in the business world will overpower his desire for love with Judy, or any woman for that matter.

Applying Lean Logistics to Scm

Applying Lean Logistics to SCM The system of interconnected businesses used to push a product from supplier to consumer is defined as a supply chain. Supply chain management (SCM)[1] focuses on managing the supply chain in an effort to improve the quality and time it requires to manufacture a product. The marriage of lean production and supply chain management creates lean supply chain management, which provides a much leaner and more economical supply chain for the product to flow through. Much uncertainty about what supply chain management entails is present in today’s society.Many people treat supply chain management as being synonymous with logistics, which is the management of the flow of goods from the origin to the consumers. However, supply chain management encompasses much more than the purchasing or management of goods to the consumer. Supply chain management is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service and deliver it to customers. The following are five basic components of SCM. [2]The concept of Supply Chain Management is based on two core ideas. The first is that practically every product that reaches an end user represents the cumulative effort of multiple organizations. These organizations are referred to collectively as the supply chain. The second idea is that while supply chains have existed for a long time, most organizations have only paid attention to what was happening within their â€Å"four walls. † Few businesses understood, much less managed, the entire chain of activities that ultimately delivered products to the final customer.The result was disjointed and often ineffective supply chains. Supply chain management, then, is the active management of supply chain activities to maximize customer value and achieve a sustainable competitive advantage. It represents a conscious effort by the supply chain firms to develop and run supply chains in the most effective and efficient ways possible. Supply chain activities cover everything from product development, sourcing, production, and logistics, as well as the information systems needed to coordinate these activities.Lean is how a properly designed and operated supply chain should function. A lean supply chain process has been streamlined to reduce and eliminate waste or non-value added activities to the total supply chain flow and to the products moving within the supply chain. Waste can be measured in time, inventory and unnecessary costs. Value added activities are those that contribute to efficiently placing the final product at the customer. The supply chain and the inventory contained in the chain should flow. Any activity that stops the flow should create value.Any activity that touches inventory should create value. Supply chains gain waste and non-value added activities for many reasons, both internal to the company and external. Regaining the lean supply chain may mean addressing many of the same issues that created the problems of extra and unneeded time, inventory and costs. The ideal approach is to design the perfect supply chain and fit your company’s operation onto it. Supply chain management is meant to reduce excess inventory in the supply chain. A supply chain should be demand driven.It is built on the pull approach of customers pulling inventory, not with suppliers pushing inventory. Excess inventory reflects the additional time with the supply chain operation. So the perfect supply chain would be lean with removing wasteful time and inventory. A supply chain, with the pull, flows back from deliveries to the store or to the customer warehouse back through to purchase orders placed on suppliers. Anything that delays or impedes this flow must be analyzed as a potential non-value added activity.To develop a lean supply chain, firms should: understand lean is an ongoing, continuous improvement approach as compare d to business process reengineering which can be viewed as a one-time change, build a multi-discipline team for the project-one that understands lean supply chain management, analyze the total supply chain process, not just the outbound part or just the inbound part, calculate the risks of the lean supply chain, rationalize the process, improve the process to drive change.Lean supply chain management is not about â€Å"fixing† what someone else is doing wrong. It is about identifying and eliminating waste as measured in time, inventory and cost across the complete supply chain. This requires continuous effort and improvement. ———————– [1] http://en. wikipedia. org/wiki/Supply_chain_management [2] http://www. cio. com/article/40940/Supply_Chain_Management_Definition_and_Solutions