MSC PROJECT MANAGEMENT (CONSTRUCTION) (Research Paper Sample)

MSC PROJECT MANAGEMENT (CONSTRUCTION) Contents  TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc383591615"
CHAPTER 1  PAGEREF _Toc383591615 \h
3  HYPERLINK \l "_Toc383591616"
CURRENT AND FUTURE STATE OF THE BUSINESS  PAGEREF _Toc383591616 \h
3  HYPERLINK \l "_Toc383591617"
CHAPTER 2  PAGEREF _Toc383591617 \h
4  HYPERLINK \l "_Toc383591618"
THE FUTURE PROSPECTS OF CONSTRUCTION BUSINESS  PAGEREF _Toc383591618 \h
4  HYPERLINK \l "_Toc383591619"
CHAPTER FOUR RESOURCE REQUIEREMENT  PAGEREF _Toc383591619 \h
10  HYPERLINK \l "_Toc383591620"
CONCLUSION  PAGEREF _Toc383591620 \h
14  HYPERLINK \l "_Toc383591621"
BIBLIOGRAPHY  PAGEREF _Toc383591621 \h
15  CHAPTER 1 CURRENT AND FUTURE STATE OF THE BUSINESS INTRODUCTION Lean operations are a cost effective mode of constructing which any enterprise can successfully use to attain its goals and objectives. Project management construction, thus makes sure that materials are cheap without compromising on quality. The construction industry is entirely dependent on it dynamic mode in order to survive. It encounters numerous challenges such as low productivity, poor safety, inferior working conditions and insufficient quality Koskela(1997). In its need to wade through this, and the stiff completion from industry players, a construction company needs to look out for ways that shall be conducive to its operations i.e. bringing in profits and lowering production costs. Lean construction which is a combination of JIT(just in time), total quality management  and economic order quantity, is a combination of operational research and practical design with the adoption of economic practices that shall not compromise on the quality of the desired product but ensures that the end product meets customer requirement and satisfaction. It core objective is to add value to every process and every activity. Unlike other business enterprises, construction business entails project-based production process. This tries to manage the cost of production to a minimal level without subjecting the end product to any form of negativity I terms of quality. The changes in the technology have necessitated change in approach to construction. All processes are driven towards sustainable capital expenditure and maximum profits, the lean construction method. The blossoming construction sector thus is obliged to embrace lean measures to enable it to thrive. CHAPTER 2 THE FUTURE PROSPECTS OF CONSTRUCTION BUSINESS The demand for affordable housing facilities as well as sophisticated ones means that the construction business will remain relevant for quite a long time. The ever increasing demand for this as well as offices needed by businesses ensures that it remains vibrant for ages. This can be attributed to the growth of population, demand for sophisticated housing needs among the well to do, increase in the income for the working class. The construction industry needs delicate planning processes. This is due the fact that it is labour and capital intensive. Planning is an economic milestone which should be undertaken with utmost care. Construction takes long to complete and the risk of running into losses is something that shouldn’t be anticipated. There are many parameters that determine the construction needs of a business: Population growth The population keeps increasing. This signals a demand for housing needs. This requires a simple approach, more people means more housing hence the construction industry steps in to meet the demand. Growth and expansion of businesses The goal of every business undertaking is geared towards expansion. Expansion enables the business to post a greater turnover in profits than would a small business. The need for buildings to set up business and expand them calls the attention of construction management companies. Government Construction Needs The government is by far the most pressed party in terms of construction needs. Every day it needs to construct. Thus the need for construction management services. This undoubtedly signifies a future full of hopes to any construction company. This means that houses must be built, businesses shall thrive and the government shall need buildings. Generally buildings are pillars of any economy and to dismiss it is wishful thinking. LEAN CONSTRUCTION PRACTICE This philosophy stands out by far. It is geared towards proper utilization of resources by proper management. Since the end of 1970’s business enterprise have strive to come up with philosophies that favour them in terms of production costs and the quality of the products. This included the use of the following philosophies: total quality management, just in time, time based completion; value based manufacturing and world class manufacturing. All this have had deficiencies in its application, with JIT stressing on the elimination of time wastage between processes whereas TQM aims at elimination of errors and related rework, but both apply to a flow of work, material or information. Thus a new philosophy emerged that bridge the gaps of all the others. lean construction evolved in three phases; it was viewed as a tool (like Kanban and quality circles), as a manufacturing method(like JIT) and as a general management philosophy. The conceptual and theoritical understanding of the application of methods is bound to remain insufficient or haphazard. The core of lean philosophy is in observation that there are two aspects in all production systems: conversions and flows. While all activities expend cost and consume time, only conversion activities add value to the material or piece of information being transformed. This the improvement of non-value adding activities through which the conversion activities are bound together, should primarily be focused on reducing or eliminating them whereas conversion activities should be made more efficient. In design, control and improvement of production systems, both aspects have to be considered. Traditional management principles have only conversions, or activities have been treated as though they were value adding conversions. PRINCIPLES OF LEAN CONSTRUCTION In a lean production philosophy, a number of principles for flow process design, control and improvement have evolved. There is evidence that through these principles, the efficiency of flow processes in production activities can be considerably and rapidly improved. The principles may be stated as follows (Koskela 1992a) Reduce the share of non-value activities. This include excessive inventory management, excessive handling and storage. This only contribute to wastage or products and materials as it prone to damage as it is passed from one satge to another other than the processing stage. Increase output  value through systematic consideration of customer requirements. The customer specification should be the driving factor to the decisions made nby the construction management team. Through this lean production becomes more effective because objectives are clearly stated. Reduce variability. The application of the lean construction philosophy shouldn’t vary much with each project so that it can provide a basis os concrte reference shoul there be a need. Reduce cycle time. Simplify by minimizing the number of steps, parts and linkages. The number of steps make products prone to damage due to excessive handling. 6.       increase output flexibility 7.       increase process transparency 8.       focus on the complete 9.       build continuous improvement into the process 10.    balance flow improvement with conversion improvement 11.    benchmark METHODOLOGIES OF ATTAINING LEAN CONSTRUCTION 1.       Just in time production. The time between processes should be minimal. Customers who have sought the services of the company, to construct whatever they desired should have their project completed within stipulated time 2.       Total quality management This implies the strict adherence to quality. Inspection of the materials used should be inspected in order to minimize wastage and the construction of shoddy structures. 3.     Long term relationships with the suppliers The basic idea of comakership is to create co-operation with suppliers. This ensures efficient deliveries of construction material. It can be done through; mutual technology transfer, mutual openness, mutual management support, mutual declining of stockman mutual sharing of profits. Long term relationship with suppliers stimulates relation which is based on cooperation instead of conflicts 4. Customer orientation The construction management should brief the customer on the structuresunder their obligation to put up. It should always be focused on theirneeds rather than personal or company preferences. 5. Information, communication and process structure Lean production demands a transparent organization (Koeleman 1991). Atransparent flat organization implicates better information andcommunication, internals well as external. A simple organization structuremakes it easier to communicate. A transparent organization makes it easierto have an overview of consequences of control of actions       Attributes of lean product a. Safe workplace Lean production ensures that the safety of the workers comes first. All theprotective gears are available for them to use. Works are the pillar of theconstruction company, owing to its labour intensive nature. The best way tomotivate them is to ensure a safe working environment for them b. Highest possible quality The major objective of lean construction is come up with high qualityproducts for the clients. The construction industry has inclined towardsimpressing on quality and thus the most important thing lean constructiontries to achieve it quality. c. Waste reduction The construction industry has many materials to use. The...