The Causes of Project failures in terms of cost over runs, schedule over runs and depleted quality have been identified particularly for different countries conducting case studies and questionnaire survey based upon the opinions of Employers, Consultants and Contractors operating in that Country. Generic identification of causes of claims in one country may not be very helpful for the other country and would not address the particular problems prevailing in the relevant Construction market of that country. According to Acharya et al. (2006), the sources and reasons of conflicts are different according to the nature of the projects and conditions of a particular country. The differences in the types and levels of conflicts from country to country are due to the unique local environment of the country in which the project is going to be executed. Therefore a study is required to investigate the frequently occurring causes of claims and their types in Building construction market of Pakistan. The sector of Building construction is chosen because Building construction is the sector in which both Public and Private sector clients invest and develop the projects; Economic downturn in the Industry and double digit inflation have already created problems for Employers and contractors to procure and to deliver the projects respectively. Therefore, the projects under planning stage should be planned and designed in such a comprehensive manner so that they could survive the harsh and tough market conditions of Pakistan.
Causes and types of claims provide an insight into the list of factors responsible for the development of claims but lack in identifying the underlying causes of claims. Love et al. (2010) also state that many of the causes of claims and disputes identified in many studies are not dissimilar in nature and moreover do not identify the underlying causes of disputes which are essential if the reduction in claim and dispute potential is required. Therefore, it is required to find the pathogenic influences on the causes of claims and disputes so that proactive measures could be aligned in organization rather than aligning reactive measures.
Mr. Hassan Ashraf made a research in order to reduce the dispute potential in project beforehand and to view causal factors behind disputes through holistic approach. The objectives of his study were to : (1) identify the critical causes and types of claims against frequency of occurrence, degree of severity and level of importance in the Building Projects of Pakistan; (2) identify the Pathogenic Influence on the causes of claims in Building Projects of Pakistan; and (3) To propose recommendations for the minimization of claims and disputes.
Conclusions
1. Causes of Claims
Competitive market conditions, delayed payments by the Employer, ineffective planning and scheduling by contractor, poor financial management of the contractor, price hike of materials, improper technical study by the contractor during the bidding stage of the project, are the causes which have been identified as critical causes of claims against level of importance based on overall response. The causes are mainly related to economic conditions of Pakistan which lead to less number of construction projects resulting into tight competition for project award, these tight competition forces contractors to bid low and then proceeds for claims practice at the later stages of the project. Contractor’s incompetence and market inflation also lead to claim causation due to poor quality of work and escalated costs of work respectively. It was also seen from both case study of project “A” and the response of survey that inadequate early planning of the project also lead to claim causation due to limited understanding of Employer about the project and what is really required out of the project.
Scope changes and design changes and variations are most of the times caused by inadequate early planning of the project by the Employer. It has also been seen that regulatory and execution delays in terms of delays in obtaining permits also lead to claims and even disputes like in project “C” the conflict between Employer and Contractor was developed due to unavailability of permit `and consequently the contract was suspended and ultimately terminated by Employer which led to Claims by Contractor and counter claims by Employer.
It is seen that poor financial management of the contractor also leads to claims and this fact is endorsed by Contractors themselves by ranking this cause very high on scale of frequency and severity, this result leads to an interesting yet critical finding that delays in payments by the Employer would certainly push the contractor to adopt extreme measures in order to get its payment and to keep its company alive; most of the times this cause leads to conflicts and ultimately become the cause of suspension of works by Contractor. So, this is to be understood by Employers that Contractors should be assisted in terms of timely financial compensation as their financial management is already poor and delays could lead to conflicts and disputes. Studying the project details, evaluating costs and assessing the risks properly also leads to reduction of conflicts and claims in implementation phase of the project, Cause “Improper technical study during bidding stage of the project” was ranked high on the scale of frequency and degree of severity which shows that this is a cause of considerable importance.
2. Types of Claims
Extra Work Claims and Change Claims were found to be mostly occurring according to overall response. However, according to Employer’s response extra work claims and change claims were found to be critical types against level of importance and Delay claims, change claims, delayed payment claims, and extra work claims were found to be critical types against level of importance based on consultant’s response. Similarly, according to contractor delay claims, extra work claims, changes claims, delayed payment claims and design error & omission claims are critical types of claims against level of importance. These results signify that extra work claims and change claims are quite important types of claims in the Building construction of Pakistan and if the claims need to be minimized then it could be thought that reduction in these two types of claims would certainly help in mitigating the negative impact of claims on the project performance.
3. Pathogenic Influence on the Causation of Claims
Pathogenic influence was determined by identifying the causation of claims from case studies and then finding out the reasons for these causations. Mostly it was found out that task, Practice and Circumstance were the three pathogens which were mostly responsible for claim causations; Convention and Organization pathogens were also found out to be present but mostly practice, task and Circumstance pathogens gave rise to claim causations. Also, it is worth to be noted that Circumstance pathogen is the critical pathogen as it leads to the development of the other pathogens.
Recommendations for the minimization of claims are as follows:
• Adequate planning of the project needs to be done by the Employer in terms of major and minor deliverables of the project, financing issues, availability of technical resources with the Employer to get the project executed effectively.
• Engaging experienced Design consultants for the Design development in such a way that errors and omissions don’t take place in the Design Documents and the Design produced is workable and practical. Also, preparation of Tender Documents should be prepared with no ambiguities and errors. Pre-Bid meetings must be arranged to clarify the reservations/misunderstanding of contractors if any.
• Procuring project is the most crucial aspect in terms of preventing or minimizing claims. Claims generate from the poor analysis and allocation of risks among stakeholders of the project. Considering the project complexity and financial constraints, projects should be procured with such innovative contractual schemes where risks are rightly distributed among all stakeholders. Unjust allocation of risks will ultimately result in conflicts, claims and disputes which need to be avoided for smooth completion of the project.
• Standard form of contracts should be used on projects to increase the understanding of the contractual provisions and contractual provision for “price Adjustment” should be drafted in such a way that inflation and price hike of materials and equipment could be adjusted without creating any conflicts and disputes.
• Cooperative and problem solving approach should be employed on a project which is called as partnering so that negative attitudes which could lead to conflicts and misunderstanding are minimized.
• Engaging third party to review the contractual documents prepared for bidding purposes. This would help in decreasing the errors and ambiguities in documents which would later help in smooth execution of project.
• Escrow-of- bid documents clause need to be mentioned in the contract agreement so as to avoid the opportunistic behavior of the contractors during the course of execution.
His thesis abstract is copied and posted.
Abstract
Construction industry is getting competitive and complex due to increasing demands of the Employers and global economic downturn. This complex environment leads to claims and dispute causation which is totally counterproductive for the project Success. Therefore, this study was conducted to identify the types, causes of claims against the frequency of occurrence, degree of severity and level of importance so that preventive and corrective measures could be taken accordingly. Causes and types of claims provide the information on the elements which are responsible for claim and dispute causation in general terms with no pin pointing detail. For that matter, Pathogenic influence on the causation of claims was determined in order to know the practices, tasks, circumstances and other pathogens which lead to claim and dispute causation.
Data analysis was done on the responses of 59 respondents belonging to all three target populations i.e. Employer, Consultant and Contractor. Causes and types of claims were ranked against frequency, severity and level of importance. Most important causes which have been revealed from this study are delayed payments by the Employer, competitive market forcing contractors to bid low leading to tight profit margins, ineffective planning and scheduling by Contractor, poor financial management of the Contractor, price hike of materials and increased rentals of plant & equipment, and improper technical study by the Contractor during bidding stage of the project. For types of claims, extra work claims and change claims found out to be the most critical. Case studies were conducted to figure out the pathogenic influence on claims causation; Practice, task and circumstance pathogens were found to be the main pathogens responsible for claim and dispute causation. Recommendations were developed specifically for Employers, Consultants and Contractors with the theme of preventing and avoiding claim causation.
Key Words: Claims, Pathogens, Building Construction, Causes of Claims, Types of Claims, Pathogens and Types of Claims.
Dump Truck Design 101 - What Do I Need to Know to Buy a Dump Truck?
A dump truck can be defined as a vehicle used for the transportation of different types of loose materials such as sand, gravel, dirt, etc. This truck is typically equipped with a hydraulically operated dump bed with a hinged back. If you are locally searching or on the internet looking for dump trucks for sale, you might be surprised by the sheer number of types, configurations, and sizes that are available for purchase. So before heading out to buy one of these trucks, it is important to determine what design will best suit your work requirements.
When choosing a commercial dump vehicle for your business, it is important to know that these trucks come in various designs depending on their particular application. You need to take into consideration if the design is suitable for your work requirements. They are categorized based on bed types and style of dumping as well as the number of axles, the terrain for which it is better suited, the design of the body frame, and most importantly its capacity.
In this article, for those of you looking for dump trucks, let's look at some of the different types of truck designs to determine which dump type is suitable for your business.
Standard Truck
The standard dump truck design is a truck frame mounted with an open box bed that can be raised via a hydraulic pump located between the cab and the dump body; the tailgate on the end is typically hinged. The standard truck is single bodied with one front axle and one or more rear axles, either powered or not powered. The short wheelbase of the standard truck makes the truck more maneuverable than other dump vehicle types with higher capacity. It is ideally suited for road driving with a good variable capacity.
Transfer Truck
A transfer dump truck is basically a standard dump truck that pulls a separate trailer which can also be loaded. When the main dump box is empty, the secondary trailer will roll onto the empty main dump box to dump its load, thereby maximizing payload capacity without sacrificing maneuverability.
Super Truck
To solve the payload restriction in some states, the super dump truck is equipped with a trailing axle. The trailing axle is retractable and is used only when the payload is over the maximum payload limit. The trailing axle is designed to carry the extra weight of the payload, distributing the weight to a much wider ground area in order to meet the load limit.
Semi Trailer End Dump Truck
The semi end dump is a tractor-trailer combination where the trailer has the hydraulic hoist. It is advantageous because of its large capacity as well as its ability to rapidly unload. The disadvantage is that it can be unstable when the dumping location is uneven as well as be difficult to back up.
Semi Trailer Bottom Dump Truck
The semi trailer bottom truck is similar to the semi trailer end truck in basic design. The trailer differs by having a clam shell type dump gate in the belly of the trailer. This gives this truck the ability to lay down material in a linear row. In addition, this version is maneuverable in reverse. The disadvantage is that it is limited as to the type of spreading activity that it can perform.
Semi Trailer Side Dump Truck
This truck is also a tractor-trailer design with the trailer equipped to allow the dump body to tilt onto its side and spill the material being carried to either the right or left side. It is much more immune to tipping over when dumping unlike the semi end dump which is very prone to tipping over. The side dump can tip over if the dumping is stopped prematurely.
Articulated Dump Truck (ADT)
Standard trucks and trailer trucks with their rigid frames joining the cab and the dump body into basically one unit are great for most paved road driving applications. On uneven and rough terrain conditions, the weight of the payload can cause undue strain and fatigue on the frame. Such work conditions are better handled by an articulated truck. An ADT has a hinge between the cab and the dump box yet, unlike the semi trailer designs, the cab is a permanent fixture and not a separate vehicle.
As you can see, the design of the various types of commercial dump vehicles greatly affects the truck's ability to function in different hauling and dumping situations. Being familiar with the different designs is imperative if looking to purchase a dump truck in an unstable economy. Study the different types, do your homework, and select the best truck for your business!
Christopher M. Hunter is an expert in Dump Truck Sales. If you are interested in learning more about quality used specialty trucks, please contact us by visiting our main site: http://www.centraltrucksales.net/home.
Article Source: http://EzineArticles.com/4952425
When choosing a commercial dump vehicle for your business, it is important to know that these trucks come in various designs depending on their particular application. You need to take into consideration if the design is suitable for your work requirements. They are categorized based on bed types and style of dumping as well as the number of axles, the terrain for which it is better suited, the design of the body frame, and most importantly its capacity.
In this article, for those of you looking for dump trucks, let's look at some of the different types of truck designs to determine which dump type is suitable for your business.
Standard Truck
The standard dump truck design is a truck frame mounted with an open box bed that can be raised via a hydraulic pump located between the cab and the dump body; the tailgate on the end is typically hinged. The standard truck is single bodied with one front axle and one or more rear axles, either powered or not powered. The short wheelbase of the standard truck makes the truck more maneuverable than other dump vehicle types with higher capacity. It is ideally suited for road driving with a good variable capacity.
Transfer Truck
A transfer dump truck is basically a standard dump truck that pulls a separate trailer which can also be loaded. When the main dump box is empty, the secondary trailer will roll onto the empty main dump box to dump its load, thereby maximizing payload capacity without sacrificing maneuverability.
Super Truck
To solve the payload restriction in some states, the super dump truck is equipped with a trailing axle. The trailing axle is retractable and is used only when the payload is over the maximum payload limit. The trailing axle is designed to carry the extra weight of the payload, distributing the weight to a much wider ground area in order to meet the load limit.
Semi Trailer End Dump Truck
The semi end dump is a tractor-trailer combination where the trailer has the hydraulic hoist. It is advantageous because of its large capacity as well as its ability to rapidly unload. The disadvantage is that it can be unstable when the dumping location is uneven as well as be difficult to back up.
Semi Trailer Bottom Dump Truck
The semi trailer bottom truck is similar to the semi trailer end truck in basic design. The trailer differs by having a clam shell type dump gate in the belly of the trailer. This gives this truck the ability to lay down material in a linear row. In addition, this version is maneuverable in reverse. The disadvantage is that it is limited as to the type of spreading activity that it can perform.
Semi Trailer Side Dump Truck
This truck is also a tractor-trailer design with the trailer equipped to allow the dump body to tilt onto its side and spill the material being carried to either the right or left side. It is much more immune to tipping over when dumping unlike the semi end dump which is very prone to tipping over. The side dump can tip over if the dumping is stopped prematurely.
Articulated Dump Truck (ADT)
Standard trucks and trailer trucks with their rigid frames joining the cab and the dump body into basically one unit are great for most paved road driving applications. On uneven and rough terrain conditions, the weight of the payload can cause undue strain and fatigue on the frame. Such work conditions are better handled by an articulated truck. An ADT has a hinge between the cab and the dump box yet, unlike the semi trailer designs, the cab is a permanent fixture and not a separate vehicle.
As you can see, the design of the various types of commercial dump vehicles greatly affects the truck's ability to function in different hauling and dumping situations. Being familiar with the different designs is imperative if looking to purchase a dump truck in an unstable economy. Study the different types, do your homework, and select the best truck for your business!
Christopher M. Hunter is an expert in Dump Truck Sales. If you are interested in learning more about quality used specialty trucks, please contact us by visiting our main site: http://www.centraltrucksales.net/home.
Article Source: http://EzineArticles.com/4952425
Strategic Management Implementation of Vietnamese Construction Organizations
Nowadays, more and more foreign companies invest into developing countries which have a lot of potentialities and Vietnam is one of them. Besides that, Vietnam’s participation in the World Trade Organization (WTO) in November 2006 also brings numerous opportunities for domestic and foreign investors.
Therefore, Vietnam construction industry in generally speaking or Vietnam’s property market is facing with many opportunities and is considered long term potential market for both domestic and foreign investors. If Vietnam has strategic planning, goal development, good vision, and mission or knows what the steps should be executed for the future market, chance of success is a seeable thing. On the other hand, strategic planning and implementation management is an important key which will lead to success.
But in Vietnam, strategic management receives less attention. Some companies or organizations think that the future can be depended by many factors which related to God. Besides that, Vietnam’s investment climate is change slowly which affected to investment abilities of investors. According to Haley (2000), that is the barriers prompted many investors to leave.
Mr. Nguyen Tuan Tu made a case study which major objective was to find ways to improve the Vietnamese construction companies in related to planning and implementing in strategic management (focus on implemented in strategic management). To support his major objective, three sub-objectives were needed to accomplished:
• To study about strategic planning development and implementation of companies from the top to operational structure in public and private contractors.
• To analyze the critical problems in strategic management implementation in public and private contractors.
• To conclusion and propose recommendations to improve the implementation in strategic management applicable for Vietnamese construction organizations.
Conclusion
To study about strategic planning development and implementation of companies from the top to operational structure in public and private contractors
Strategic planning development and implementation of public and private contractors were defined following vision statement application, organizational structure, leadership style, organizational culture and project management style. The results indicated that there were many significant differences between two groups in strategic management implementation and T-test was used to analyze the mean of those significant differences.
Specifically, public contractors have mechanistic system, task oriented leadership style with focusing on rules and procedures while private contractors have organic system, relations-oriented leadership style focusing on relationship between leader and members, communication among each members. Besides that, public contractors pay attention on hierarchy culture because of stability and performance with efficient operation but private contractors are different. Competitiveness and productivity were paid attention so marketing culture is suitable to private contractors.
To analyze the critical problems in strategic management implementation in public and private contractors
From the results of objective 1 and respondents’ experience in data collection, five critical problems which affect to strategic management implementation in public and private contractors were discussed. There were four critical problems having significant difference between two groups such as: strategic manager is not enough managerial skill to monitor implementation strategies, organization has rigid structure following rules and procedures so a result control mechanism may be ineffective, networking structure in organization is limited in each department and financial risk affects to strategy implementation. The mean of public contractors is always greater than private contractors; it means public contractors agreed with those problems appearing in their organization. To solve those problems, suggestions or recommendations can be delivered as follows; top management and supervisor team should involve to implementation in the organization. Besides that, top management or supervisor team also pay attention on networking which create good relationship between each member and to reduce the financial risk, top management must be careful in analyzing and allocating of budget.
Generally speaking, the main reason which created problems in each contractor is separately characteristics of organizational structure and leadership style. Or we can say that, organizational structure and leadership style will affect to culture in the organization. However, culture also plays an important role in establishing and solving problems in the organization. So to overcome those problems, management should participate not only in planning but also in implementation.
To propose recommendations to improve the implementation in strategic management applicable for Vietnamese construction organizations
The proposed framework of strategic management implementation has been suggested in figure below. First, strategic management implementation should be started with Leadership and commitment by top management combined with organizational structure. Work environment in the organization will be defined by three groups (work tasks, goals, procedures; work group behaviors and manager behaviors). Second, the process can be continuously done by effect of Leadership, commitment and organizational structure to organizational culture. From that point, organizational culture will affect to internal environment. In other hand, people attitude and behavior are main factors which affect to outcomes of organization. Finally, audit and evaluation are the keys to check whether strategic management has been implemented effectively in order to improve the organization and fulfilled existing gaps.
His thesis abstract is copied and posted.
Abstract
To gain and maintain a contractor’s competitive advantage is not easy as it depended on a large number of factors. In other words, identification of problems in strategic management implementation allows one to reduce the vast numbers of obstacles to bring back success for the organization. Based on literature review and expert’s experience, this study describes how Vietnamese public and private contractors implemented strategic management in their organization.
The study was surveyed in two big cities in southern of Vietnam - Ho Chi Minh and Can Tho city. Strategic management implementation can be delivered into framework, namely, leadership style, organizational structure, organizational culture and project management style. The result in this study indicated that there was significant difference between two groups contractor about strategic management implementation. From that point, it provides a vehicle for guiding a contractor in managing its organization in order to improve competitive advantage which helps them to survival in new market. Additionally, this study also provides insights into the management of competitiveness for contractors in operation of Vietnamese construction organization.
Keywords: Construction, Leadership style, Organizational structure, Organizational culture, Project management style, Strategic management, Implementation
Therefore, Vietnam construction industry in generally speaking or Vietnam’s property market is facing with many opportunities and is considered long term potential market for both domestic and foreign investors. If Vietnam has strategic planning, goal development, good vision, and mission or knows what the steps should be executed for the future market, chance of success is a seeable thing. On the other hand, strategic planning and implementation management is an important key which will lead to success.
But in Vietnam, strategic management receives less attention. Some companies or organizations think that the future can be depended by many factors which related to God. Besides that, Vietnam’s investment climate is change slowly which affected to investment abilities of investors. According to Haley (2000), that is the barriers prompted many investors to leave.
Mr. Nguyen Tuan Tu made a case study which major objective was to find ways to improve the Vietnamese construction companies in related to planning and implementing in strategic management (focus on implemented in strategic management). To support his major objective, three sub-objectives were needed to accomplished:
• To study about strategic planning development and implementation of companies from the top to operational structure in public and private contractors.
• To analyze the critical problems in strategic management implementation in public and private contractors.
• To conclusion and propose recommendations to improve the implementation in strategic management applicable for Vietnamese construction organizations.
Conclusion
To study about strategic planning development and implementation of companies from the top to operational structure in public and private contractors
Strategic planning development and implementation of public and private contractors were defined following vision statement application, organizational structure, leadership style, organizational culture and project management style. The results indicated that there were many significant differences between two groups in strategic management implementation and T-test was used to analyze the mean of those significant differences.
Specifically, public contractors have mechanistic system, task oriented leadership style with focusing on rules and procedures while private contractors have organic system, relations-oriented leadership style focusing on relationship between leader and members, communication among each members. Besides that, public contractors pay attention on hierarchy culture because of stability and performance with efficient operation but private contractors are different. Competitiveness and productivity were paid attention so marketing culture is suitable to private contractors.
To analyze the critical problems in strategic management implementation in public and private contractors
From the results of objective 1 and respondents’ experience in data collection, five critical problems which affect to strategic management implementation in public and private contractors were discussed. There were four critical problems having significant difference between two groups such as: strategic manager is not enough managerial skill to monitor implementation strategies, organization has rigid structure following rules and procedures so a result control mechanism may be ineffective, networking structure in organization is limited in each department and financial risk affects to strategy implementation. The mean of public contractors is always greater than private contractors; it means public contractors agreed with those problems appearing in their organization. To solve those problems, suggestions or recommendations can be delivered as follows; top management and supervisor team should involve to implementation in the organization. Besides that, top management or supervisor team also pay attention on networking which create good relationship between each member and to reduce the financial risk, top management must be careful in analyzing and allocating of budget.
Generally speaking, the main reason which created problems in each contractor is separately characteristics of organizational structure and leadership style. Or we can say that, organizational structure and leadership style will affect to culture in the organization. However, culture also plays an important role in establishing and solving problems in the organization. So to overcome those problems, management should participate not only in planning but also in implementation.
To propose recommendations to improve the implementation in strategic management applicable for Vietnamese construction organizations
The proposed framework of strategic management implementation has been suggested in figure below. First, strategic management implementation should be started with Leadership and commitment by top management combined with organizational structure. Work environment in the organization will be defined by three groups (work tasks, goals, procedures; work group behaviors and manager behaviors). Second, the process can be continuously done by effect of Leadership, commitment and organizational structure to organizational culture. From that point, organizational culture will affect to internal environment. In other hand, people attitude and behavior are main factors which affect to outcomes of organization. Finally, audit and evaluation are the keys to check whether strategic management has been implemented effectively in order to improve the organization and fulfilled existing gaps.
His thesis abstract is copied and posted.
Abstract
To gain and maintain a contractor’s competitive advantage is not easy as it depended on a large number of factors. In other words, identification of problems in strategic management implementation allows one to reduce the vast numbers of obstacles to bring back success for the organization. Based on literature review and expert’s experience, this study describes how Vietnamese public and private contractors implemented strategic management in their organization.
The study was surveyed in two big cities in southern of Vietnam - Ho Chi Minh and Can Tho city. Strategic management implementation can be delivered into framework, namely, leadership style, organizational structure, organizational culture and project management style. The result in this study indicated that there was significant difference between two groups contractor about strategic management implementation. From that point, it provides a vehicle for guiding a contractor in managing its organization in order to improve competitive advantage which helps them to survival in new market. Additionally, this study also provides insights into the management of competitiveness for contractors in operation of Vietnamese construction organization.
Keywords: Construction, Leadership style, Organizational structure, Organizational culture, Project management style, Strategic management, Implementation
Knuckle Boom or Articulating Cranes vs. Telescoping Cranes
The other type of common truck mounted crane shown above in pictures 1 and 3 is the articulating crane or often called a knuckle boom or cargo crane. They call it a knuckle crane because of the pivot knuckle which allows it to fold up to a compact size when not in use. This crane is extremely flexible and because of its unique design can lift large capacities with ease and super maneuverability. They are also lighter than the telescopic cranes (the knuckle boom or articulating crane can also telescope), and this allows for greater cargo capacity on the truck and greater space on the truck because it folds up to a small space relative to the other style crane. This type of crane operates much like your finger does.
The articulating crane as shown in the first picture here is often mounted behind the cab and forward of the body. It is common to call these knuckle boom cranes. This particular one is designed to lift very large weights as the heavy steel dump body next to it on the ground. In picture number 3, this is commonly referred to as an articulating crane and you can see how tightly it folds up so that it takes up very little space. These are used on ships a lot for that same reason. But, don't let the folded up size fool you, these are serious cranes and can do the job. There is also a great deal of flexibility in where on the bed the crane can be located which can really help in certain applications.
West Coast Truck Equipment in West Sacramento has a great selection of high quality cranes for every need from the 700 lb Spitzlift crane to a 11,000 lb capacity cranes or more. Give us a call at 916-376-0690 for more information.
Quality Management System for Different Construction Project Strategies
Construction industry is a big business which needs a lot of capital investment. Each project has sophisticated mechanism which composed of any elements to manage. Therefore, head offices should have effective strategy to boost the organization to grow up. Moreover, quality of the company should follow strategy to enhance the managerial power of the organization.
Quality management is not only helping the organizations to grow to the market’s higher level but also increase creditability of the company to encourage a lot of customers. Without quality management, the organizations will have difficulty to improve, because if the organization manages to build the project without any quality standards, then they can get many claims or reworks. Therefore, quality improvement is one of the success factor that lead to the project successful.
Juran has identified the hidden costs of poor quality as represented in Figure below. Many organizations are only concerned to a few cost of poor quality such as reprocessing and rejects, but in reality there are many costs of poor quality such as delays, and damaged goods.
Therefore, quality management is important to implement in the organization to ensure the quality of products or services. Moreover, it also can be reduce cost and time that can lead the organization to be loss by increasing their quality level.
Hidden costs of poor quality Juran (1993, P.23)
Mr. Kittawat Sukosi made a research to study the project strategy and quality management. In order to accomplish this major objective, three majors were needed to achieved:
1. To study quality activities in the differences of project strategy of construction sites in Thailand.
2. To study how construction sites measure quality performance in the differences of project strategy.
Conclusion
Quality management is important for conducting premium performance of construction services.
Nowadays, quality management has been used for many construction companies in Thailand. In order to study about the relationship between project organization and quality management, two objectives was established. The first objective is “To study quality activities in the differences of project strategy of construction sites in Thailand”. This objective was established for study the mechanism of quality management activity in differences of strategy. The second objective is
“To study how construction sites measure quality performance in the differences of project strategy”. The purpose of this objective is to study about measurement of quality performance in differences of strategy.
Quality Activity
The project which established differentiation strategy is required to conduct ISO 9000 series, especially ISO 9001:2008 (newest version), while cost-leadership strategy is not require ISO standard. Quality manual report is just only established for differentiation project. Cost leadership strategy is focused on zero defects, while differentiation strategy has varied aspects such as safety and environment. QMR and quality manager is in-charge only differentiation project.
There are some activities which implemented for all cases such as quality inspection and testing, internal quality audit, equipment calibration, and corrective and preventive action. Environmental inspection and testing is implemented for some differentiation strategy. All cases are conducting safety management, but only differentiation project were implemented based on OHSHA 18000. Quality improvement program are performed for both strategies. However, the improvement relies on the quality activity that implemented and keeps record for analysis.
Quality Performance
In order to measure quality management, quality performance is an indicator of quality measurement. Cost-leadership strategy measures cost reduction and amount of rework in order to reach zero defect objectives. Customer satisfaction is implanted for both strategies, however, the factors of customer satisfaction checklist is differences. Internal audit is implemented in every case. The audit report can be used as a quality performance; again, the issue of internal audit of each project is different. Non-conformance report is performed only in differentiation project in order to improve work procedure by using this report. All cases have performed safety report, however, only differentiation project will raised safety to be a major issue in quality management. Moreover, environmental report is implemented in the differentiation project (only
on case study).
Recommendation for Further Study
This study is completed to discover the familiarities and differences of quality activity and quality performance. As a result, there is one case which they implement all of quality management system (QMS), safety management system, and environmental management system.
Interestingly, this approach can be implemented as an integrated management system. Therefore, the further study can be about the advantage and disadvantage of integrated management system.
His thesis abstract is copied and posted.
Abstract
The research aims to study relationship between project strategy and quality management. The scope of study was limited in Thailand. Qualitative method was used as a research methodology in order to accomplish the research objectives. Five cases in Thailand were selected in this study.
All of data in this study was given by the interviewees. Cross case analysis was implemented in order to find out the familiars and differences of quality activity and quality performance in each case study.
The result of the study was divided into two parts. The first part is quality activity in differences strategy. Cost-leadership strategy is performed quality management, but ISO 9001 was not established as a quality management system. However, quality assurance (QA) and quality control (QC) are implemented such as quality inspection procedure, internal quality audit, quality inspection and testing, and quality documentation system. Construction project which used differentiation strategy is established ISO 9001, especially 2008 version. Safety management is performed in order to reduce accident which can lead to enhance quality performance. The quality activities are based on ISO 9001:2008 such as combine audit, safety inspection, quality inspection and testing, environmental inspection and testing, control of non-conformance work, and quality documentation system.
Quality performance is the second result. Cost-leadership strategy is using cost of rework and number of defected nonconformities work in order to measure quality performance. Audit result is also the tool to evaluate quality performance throughout the entire project. Audit report, nonconformance work report, safety report, and environmental report are as the indicator of measurement of quality performance which the project which used differentiation strategy is using. Moreover, customer satisfaction is one of the quality performance indicators which both of strategies is evaluating. However, the measurement approach of customer satisfaction of each strategy is different.
Quality management is not only helping the organizations to grow to the market’s higher level but also increase creditability of the company to encourage a lot of customers. Without quality management, the organizations will have difficulty to improve, because if the organization manages to build the project without any quality standards, then they can get many claims or reworks. Therefore, quality improvement is one of the success factor that lead to the project successful.
Juran has identified the hidden costs of poor quality as represented in Figure below. Many organizations are only concerned to a few cost of poor quality such as reprocessing and rejects, but in reality there are many costs of poor quality such as delays, and damaged goods.
Therefore, quality management is important to implement in the organization to ensure the quality of products or services. Moreover, it also can be reduce cost and time that can lead the organization to be loss by increasing their quality level.
Hidden costs of poor quality Juran (1993, P.23)Mr. Kittawat Sukosi made a research to study the project strategy and quality management. In order to accomplish this major objective, three majors were needed to achieved:
1. To study quality activities in the differences of project strategy of construction sites in Thailand.
2. To study how construction sites measure quality performance in the differences of project strategy.
Conclusion
Quality management is important for conducting premium performance of construction services.
Nowadays, quality management has been used for many construction companies in Thailand. In order to study about the relationship between project organization and quality management, two objectives was established. The first objective is “To study quality activities in the differences of project strategy of construction sites in Thailand”. This objective was established for study the mechanism of quality management activity in differences of strategy. The second objective is
“To study how construction sites measure quality performance in the differences of project strategy”. The purpose of this objective is to study about measurement of quality performance in differences of strategy.
Quality Activity
The project which established differentiation strategy is required to conduct ISO 9000 series, especially ISO 9001:2008 (newest version), while cost-leadership strategy is not require ISO standard. Quality manual report is just only established for differentiation project. Cost leadership strategy is focused on zero defects, while differentiation strategy has varied aspects such as safety and environment. QMR and quality manager is in-charge only differentiation project.
There are some activities which implemented for all cases such as quality inspection and testing, internal quality audit, equipment calibration, and corrective and preventive action. Environmental inspection and testing is implemented for some differentiation strategy. All cases are conducting safety management, but only differentiation project were implemented based on OHSHA 18000. Quality improvement program are performed for both strategies. However, the improvement relies on the quality activity that implemented and keeps record for analysis.
Quality Performance
In order to measure quality management, quality performance is an indicator of quality measurement. Cost-leadership strategy measures cost reduction and amount of rework in order to reach zero defect objectives. Customer satisfaction is implanted for both strategies, however, the factors of customer satisfaction checklist is differences. Internal audit is implemented in every case. The audit report can be used as a quality performance; again, the issue of internal audit of each project is different. Non-conformance report is performed only in differentiation project in order to improve work procedure by using this report. All cases have performed safety report, however, only differentiation project will raised safety to be a major issue in quality management. Moreover, environmental report is implemented in the differentiation project (only
on case study).
Recommendation for Further Study
This study is completed to discover the familiarities and differences of quality activity and quality performance. As a result, there is one case which they implement all of quality management system (QMS), safety management system, and environmental management system.
Interestingly, this approach can be implemented as an integrated management system. Therefore, the further study can be about the advantage and disadvantage of integrated management system.
His thesis abstract is copied and posted.
Abstract
The research aims to study relationship between project strategy and quality management. The scope of study was limited in Thailand. Qualitative method was used as a research methodology in order to accomplish the research objectives. Five cases in Thailand were selected in this study.
All of data in this study was given by the interviewees. Cross case analysis was implemented in order to find out the familiars and differences of quality activity and quality performance in each case study.
The result of the study was divided into two parts. The first part is quality activity in differences strategy. Cost-leadership strategy is performed quality management, but ISO 9001 was not established as a quality management system. However, quality assurance (QA) and quality control (QC) are implemented such as quality inspection procedure, internal quality audit, quality inspection and testing, and quality documentation system. Construction project which used differentiation strategy is established ISO 9001, especially 2008 version. Safety management is performed in order to reduce accident which can lead to enhance quality performance. The quality activities are based on ISO 9001:2008 such as combine audit, safety inspection, quality inspection and testing, environmental inspection and testing, control of non-conformance work, and quality documentation system.
Quality performance is the second result. Cost-leadership strategy is using cost of rework and number of defected nonconformities work in order to measure quality performance. Audit result is also the tool to evaluate quality performance throughout the entire project. Audit report, nonconformance work report, safety report, and environmental report are as the indicator of measurement of quality performance which the project which used differentiation strategy is using. Moreover, customer satisfaction is one of the quality performance indicators which both of strategies is evaluating. However, the measurement approach of customer satisfaction of each strategy is different.
The On-Site Behavior of a Construction Project Team during the Implementation of the Planning and Quality System
Changing the procedures and process of the traditional system to the new system involves so many problems.
First, staff members of the contractor have many questions with the new system, but they would not want to find the answers.
Second, the payment of the subcontractor is often delayed and uncorrected in accordance with B.O.Q even though the system has applied the earned value concept.
Third, the traditional on-site work processes have not matched with new system because lack of documentation support on-site.
Fourth, many staff members do not understand how to perform their work in better ways; furthermore, some of them are reluctant to change and think that this is a burden.
Fifth, top management needs to review the accurate information but the project site always covers the truth.
Sixth, sharing the values and norms from existing employees to new employees are lacking and so on.
These problems arise from the lack of knowledge about the benefits of the program and what is the process flow from top to bottom. In addition, due to reluctance of some staff to change and play with the new approach, leaders of the team need to play the crucial role to unite all employees in the purpose of motivation and creating the commitment. As a result, the acknowledgment of which process systems are changed in functions of the project site, and who are in the important position to make the change occurring during the new system implementation in accordance with change management concept are unavoidable.
Mr. Janeyut Naiyarat made a case study which primary purpose was to investigate and find out how construction project teams to behave during the implementation of the new system. To achieve the main objective, the following sub-objectives were needed:
To investigate the on-site behavior of project teams while the implementation of planning and quality system
To propose the on-site behavior of project teams affecting the success of the implementation of planning and quality system
Conclusion
The on-site behavior of the construction project teams
Organizational Support - Based on the result of data analysis, the organization provided full support from top managers. There is the specific policy for Planning and Quality system. For staff, the new operational procedures are established along with Planning and Quality form in each project. To transfer know-how to all, the new operational form is demonstrated by executives on-site. Moreover, to ensure the continuous use of Planning and Quality system, construction projects are visited periodically by executives and audit team. Finally, the incentive and rewards are given to appropriate staff accordingly.
Top level (Project Manager, Project Engineer, Site Manager) – Results showed that most of the staff in these levels comply with the policy. The enforcement of the new policy is adopted by top level as well as the specific procedure is established regarding with natures of the project.
Middle level (Senior Site Engineer, Senior Office Engineer) – Result showed that all staff are enforced to comply with the policy by the top level. However, while most of them seem to be forced to participate and use Planning and Quality form, senior site engineer as a key leader in the fourth case study perceiving the opportunity to grow will to lead his project to success in the new system implementation. For others, they all emphasize on the progress of work according to their leaders.
Operational level (Site Engineer, Office Engineer) - Most of site engineers are new graduates and lack of experience, so it depends on the leaders to provide any activities to facilitate site engineers. The behavior of site engineer can reflect the understanding of leaders and the group climate of each case study. In case study I and IV, most of them realize about the benefits by using Planning and Quality form and will to collaborate with all activities and use the form continuously in order to improve individual and project performance. On the other hand, staffs in other case studies reluctant to use the operational form because of lack of understanding about the benefits and lack of facilitating from their leaders. However, to submit the form with the consideration for passing the probation, they make the illusion by trying to fill in the form. Therefore, there are both case study I and IV can success in the implementation of planning and quality system.
The behavior affecting the success of the implementation of the new system
Organizational Support - Based on the result of data analysis, the organization provided full support from top managers. There is the specific policy for Planning and Quality system. For staff, the new operational procedures are established along with Planning and Quality form in each project. To transfer know-how to all, the new operational form is demonstrated by executives on-site. Moreover, to ensure the continuous use of Planning and Quality system, construction projects are visited periodically by executives and audit team. Finally, the incentive and rewards are given to appropriate staff accordingly having good performance.
Top level (Project Manager, Project Engineer, Site Manager) - Staff in this level so as the leader of the team have to comply with the policy. The top level is necessary to participate in entire processes in order to show the serious emphasis on the new system and get staff involvement. Other responsibility of top level is to modify the form regarding with the nature of the project for operational level. Also, the tasks should be assigned effectively to subordinates by top level in order to enforce indirectly to use the form and to get understanding. Moreover, to ensure that staff is using the form constantly, monitoring closely at the early stage and periodically at the next stage has to be performed. Importantly, to develop the team during the implementation of the new system, the arrangements of formal and informal activities are strictly concerned.
Middle level (Senior Site Engineer, Senior Office Engineer) – Executives and top level has to comply with the policy. They have to participate and have to use Planning and Quality Form, while the senior site engineer should cooperate between top level and operational level and to lead the project to success in the new system implementation. In addition, the modified documentation designed by agreeing with all staffs in the team should be developed by senior site engineer. Moreover, to get staff using the form continuously, closely monitoring should be adopted in the middle level.
Operational level (Site Engineer, Office Engineer) - Site engineer should listen and comply with the policy. Participating in all activities to be a part of a team and getting understanding the new system. To understand the benefits and to use the form effectively, site engineers should try out using it and learn from mistakes. In addition, asking questions while having problems and proposing idea while finding the better ways are necessary for site engineers. Importantly, to improve the performance of the project, using the form stably and reporting the progress realistically are essential to detect the problems on-site. The weakness of the form can identify in order to amend to be practical and conformant with the uniqueness of each project.
His report summary is shown below.
His thesis abstract is copied and posted.
Abstract
In construction company especially building sector, there are huge amount of investment by developer while economics expansion; as well, intelligently spending the budget with refined contractor must be concerned. It is the most important for building contractors to improve or change their operational system in order to compete with others. The sample contractor in Thailand is implementing the new system so-called planning and quality system. The purpose of this system is to facilitate staffs on-site via the tools such as the two-week schedule, the cost control plan and the quality checklist. It affected directly to site engineer who normally work with less emphasizing on documentation. To comply with the new policy, staffs in this contractor have to change their working style. Therefore, a change management process is necessary to adopt because the change always has problems, for example, reluctant to change due to lack of understanding and knowledge, lack of sharing information and fear of losing control and overload of current tasks and responsibilities. Moreover, the practical behavior of construction project team during the new system implementation is not well known and the existing literature is very rare in Thailand.
In order to know how to behave of construction project teams during implementing the new system, the objective of this research are established to 1) To investigate the practical behavior of project teams while the implementation of planning and quality system, 2) To propose the behavior of project teams affecting the success of the implementation of planning and quality system.
The data was collected via interview in four condominium projects implementing the new system located in Bangkok and Nonthaburi. The interviewees have classified into three groups of each project. The first group is the top management level that comprises of project manager, project engineer and site manager. The second group is the middle management level that comprises of senior site engineer and senior office engineer. The last group is the operational level having a responsibility to use planning and quality control form that comprises of site engineer and office engineer. The following section is to present the finding of this study.
First, staff members of the contractor have many questions with the new system, but they would not want to find the answers.
Second, the payment of the subcontractor is often delayed and uncorrected in accordance with B.O.Q even though the system has applied the earned value concept.
Third, the traditional on-site work processes have not matched with new system because lack of documentation support on-site.
Fourth, many staff members do not understand how to perform their work in better ways; furthermore, some of them are reluctant to change and think that this is a burden.
Fifth, top management needs to review the accurate information but the project site always covers the truth.
Sixth, sharing the values and norms from existing employees to new employees are lacking and so on.
These problems arise from the lack of knowledge about the benefits of the program and what is the process flow from top to bottom. In addition, due to reluctance of some staff to change and play with the new approach, leaders of the team need to play the crucial role to unite all employees in the purpose of motivation and creating the commitment. As a result, the acknowledgment of which process systems are changed in functions of the project site, and who are in the important position to make the change occurring during the new system implementation in accordance with change management concept are unavoidable.
Mr. Janeyut Naiyarat made a case study which primary purpose was to investigate and find out how construction project teams to behave during the implementation of the new system. To achieve the main objective, the following sub-objectives were needed:
To investigate the on-site behavior of project teams while the implementation of planning and quality system
To propose the on-site behavior of project teams affecting the success of the implementation of planning and quality system
Conclusion
The on-site behavior of the construction project teams
Organizational Support - Based on the result of data analysis, the organization provided full support from top managers. There is the specific policy for Planning and Quality system. For staff, the new operational procedures are established along with Planning and Quality form in each project. To transfer know-how to all, the new operational form is demonstrated by executives on-site. Moreover, to ensure the continuous use of Planning and Quality system, construction projects are visited periodically by executives and audit team. Finally, the incentive and rewards are given to appropriate staff accordingly.
Top level (Project Manager, Project Engineer, Site Manager) – Results showed that most of the staff in these levels comply with the policy. The enforcement of the new policy is adopted by top level as well as the specific procedure is established regarding with natures of the project.
Middle level (Senior Site Engineer, Senior Office Engineer) – Result showed that all staff are enforced to comply with the policy by the top level. However, while most of them seem to be forced to participate and use Planning and Quality form, senior site engineer as a key leader in the fourth case study perceiving the opportunity to grow will to lead his project to success in the new system implementation. For others, they all emphasize on the progress of work according to their leaders.
Operational level (Site Engineer, Office Engineer) - Most of site engineers are new graduates and lack of experience, so it depends on the leaders to provide any activities to facilitate site engineers. The behavior of site engineer can reflect the understanding of leaders and the group climate of each case study. In case study I and IV, most of them realize about the benefits by using Planning and Quality form and will to collaborate with all activities and use the form continuously in order to improve individual and project performance. On the other hand, staffs in other case studies reluctant to use the operational form because of lack of understanding about the benefits and lack of facilitating from their leaders. However, to submit the form with the consideration for passing the probation, they make the illusion by trying to fill in the form. Therefore, there are both case study I and IV can success in the implementation of planning and quality system.
The behavior affecting the success of the implementation of the new system
Organizational Support - Based on the result of data analysis, the organization provided full support from top managers. There is the specific policy for Planning and Quality system. For staff, the new operational procedures are established along with Planning and Quality form in each project. To transfer know-how to all, the new operational form is demonstrated by executives on-site. Moreover, to ensure the continuous use of Planning and Quality system, construction projects are visited periodically by executives and audit team. Finally, the incentive and rewards are given to appropriate staff accordingly having good performance.
Top level (Project Manager, Project Engineer, Site Manager) - Staff in this level so as the leader of the team have to comply with the policy. The top level is necessary to participate in entire processes in order to show the serious emphasis on the new system and get staff involvement. Other responsibility of top level is to modify the form regarding with the nature of the project for operational level. Also, the tasks should be assigned effectively to subordinates by top level in order to enforce indirectly to use the form and to get understanding. Moreover, to ensure that staff is using the form constantly, monitoring closely at the early stage and periodically at the next stage has to be performed. Importantly, to develop the team during the implementation of the new system, the arrangements of formal and informal activities are strictly concerned.
Middle level (Senior Site Engineer, Senior Office Engineer) – Executives and top level has to comply with the policy. They have to participate and have to use Planning and Quality Form, while the senior site engineer should cooperate between top level and operational level and to lead the project to success in the new system implementation. In addition, the modified documentation designed by agreeing with all staffs in the team should be developed by senior site engineer. Moreover, to get staff using the form continuously, closely monitoring should be adopted in the middle level.
Operational level (Site Engineer, Office Engineer) - Site engineer should listen and comply with the policy. Participating in all activities to be a part of a team and getting understanding the new system. To understand the benefits and to use the form effectively, site engineers should try out using it and learn from mistakes. In addition, asking questions while having problems and proposing idea while finding the better ways are necessary for site engineers. Importantly, to improve the performance of the project, using the form stably and reporting the progress realistically are essential to detect the problems on-site. The weakness of the form can identify in order to amend to be practical and conformant with the uniqueness of each project.
His report summary is shown below.
His thesis abstract is copied and posted.
Abstract
In construction company especially building sector, there are huge amount of investment by developer while economics expansion; as well, intelligently spending the budget with refined contractor must be concerned. It is the most important for building contractors to improve or change their operational system in order to compete with others. The sample contractor in Thailand is implementing the new system so-called planning and quality system. The purpose of this system is to facilitate staffs on-site via the tools such as the two-week schedule, the cost control plan and the quality checklist. It affected directly to site engineer who normally work with less emphasizing on documentation. To comply with the new policy, staffs in this contractor have to change their working style. Therefore, a change management process is necessary to adopt because the change always has problems, for example, reluctant to change due to lack of understanding and knowledge, lack of sharing information and fear of losing control and overload of current tasks and responsibilities. Moreover, the practical behavior of construction project team during the new system implementation is not well known and the existing literature is very rare in Thailand.
In order to know how to behave of construction project teams during implementing the new system, the objective of this research are established to 1) To investigate the practical behavior of project teams while the implementation of planning and quality system, 2) To propose the behavior of project teams affecting the success of the implementation of planning and quality system.
The data was collected via interview in four condominium projects implementing the new system located in Bangkok and Nonthaburi. The interviewees have classified into three groups of each project. The first group is the top management level that comprises of project manager, project engineer and site manager. The second group is the middle management level that comprises of senior site engineer and senior office engineer. The last group is the operational level having a responsibility to use planning and quality control form that comprises of site engineer and office engineer. The following section is to present the finding of this study.
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All Muscle Types Benefit From Exercise
If skeletal muscles (voluntary) are severed from the nerve fibers in the autonomic nervous program, they atrophy and paralysis results. If smooth and cardiac muscles (involuntary) are severed from their external nerve source, they continue to function.
Smooth muscle tissue is present in the walls of blood vessels, digestive tract, urinary passages, bladder, genital ducts of the womb, trachea, spleen, eye, gall bladder and trachea.
Smooth muscles normally fall into the involuntary reflex category and perform four varieties of involuntary activity. They are the muscles that are involved in the peristaltic action that moves the chyme through the intestinal tract by contracting and producing wave like motions. They are the muscles involved in eliminating urine and fecal matter from the body and are responsible for regulating the size of openings like the pupil of the eye. They also have the capacity to constrict blood vessels and other tubes in the body.
Cardiac muscle is discovered in the walls of the heart. Cardiac muscle is comparable in construction to skeletal muscles except the striations are less distinct. For the reason that of their function and the construction of the heart, cardiac muscles are arranged in bundles or branches of elongated fibers, similar to the skeletal muscles, but they extend in a spiral fashion, specifically in the ventricles. The nuclei in the fibers are centrally located and are not encased in a separate membrane. Contractions of the cardiac muscle are involuntary originating in the sinoatrial node of the heart. Impulses are transmitted by way of the antrioventricular node to all parts of the heart. The junction point with surrounding cells is characterized by dark transverse bands called intercalated discs.
There is not always a clear cut dividing line between the actions of voluntary muscles. At times voluntary muscle function will be involuntary, as in a reflex action, and involuntary muscles might come under conscious control, like slowing the heart rate during deep meditation.
Conditioning is beneficial to all muscles. But, much more is not normally superior. It is been found that walking is superior than running and my individual encounter is that light weights and lots of repetitions are superior to a few repetitions utilizing heavy weights. In both circumstances injury is the determining factor.
Running jars the internal organs and pounds the joints. When you have to open your mouth to breathe whilst exercising, you have gone out of your comfort zone, are significantly less likely to continue with your program and you are initiating the fight or flight reflex. Fight or flight starts the hormones flowing, including adrenaline and cortisol. Hormones are important for life and well being but anxiety in everyday life offers more than sufficient amounts of the fight or flight hormones. Excesses of stress related hormones trigger premature aging and have been linked to a variety of degenerative diseases. Brisk walking can offer the identical advantages as running, without having the troubles.
Weight bearing physical exercise is excellent for lots of things including the slowing of osteoporosis. Heavy weights may well stroke the ego but can seriously damage the body. Tendons attach the muscles to the bones. Tendons are tough whitish cords, consisting of a number of parallel bundles of fibers composed of collagen. Cigarettes, and some drugs, deplete the body of collagen. Most lengthy-term smokers are quickly recognized by the wrinkles in their faces. Collagen is a most important component of the skin.
Tendons are flexible but are not made too stretch and that is where difficulties with heavy weights can arise.
If we lift weight that is at near, or in excess, of our limit we're taking a chance of pulling the tendon loose from the attachment point. This can result in acute or chronic problems. At top the physical exercise program is interrupted for a period of time and at worst, it can be the beginning of lifelong misery.
I have a individual friend who tore a tendon loose, sometime in the mid 80's, though bench pressing heavy weights. The issue wasn't able to be resolved with rest and inactivity and necessary a key operation to the shoulder joint. The result of the surgery was loss of range of motion and discomfort, plus not becoming able to lift even moderately heavy weights with out discomfort.
If we believe about the rewards of lifting 100 pounds 5 times we uncover the total pounds lifted would be 500 and if 100 pounds is our limit, our chances of injury are quite high. If we use 10 pounds and do 100 repetitions we realize our total pounds lifted are 1000. If we begin slowly with light weights, even soup cans will function, and a low number of repetitions and work our way to the 100 figure, we lower our chances of injury quite a few times. Go for the rep's initial and soon after reaching your goal, then start growing the weight.
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Development of Worker Safety Attitude Construct and Model in Oil & Gas Construction Projects
In construction industry, there are lots of factors that affect accident rate. Attitude of the worker is the one of factors which has influence to it. Thus, worker attitude is important to prevent accident from occurring.
The companies have implemented a lot of safety programs in construction site to reduce the accident rate in the construction industry. Also, they want to increase productivity of their work. However, the safety programs might have influences to worker positively and negatively. The companies must be alarmed and take extra care in these both effects of safety programs.
Although there are many researchers conducted study related to safety programs, still the problem now is that, companies do not know how to develop workers’ attitude. Therefore, companies cannot implement safety programs to make safety attitude and behavior for workers in construction site.
Mr. Thanaporn Buaklom made a research which aimed to determine the worker’s attitude constructs and model in Oil and Gas industry. To accomplish this primary objective, three specific objectives were also needed as follows:
• To develop safety attitude constructs and model.
• To study the implementation level of safety program in Oil and Gas industry.
• To determine the correlation between safety program and worker attitude.
Conclusion
The effect of difference worker attitude base on Age and Experiences to worker attitude
As the result of this study, age and experience were analyzed to determine their different effects to safety worker attitude. Normally, the age and experience have effect to the worker attitude. However, in the Oil and Gas projects, they play more attention in safety occupation. Thus, the safety attitude was established at the beginning stage of work, and it was found out that the age and experience have no influence to the worker attitude. In conclusion, the age and experiences of worker have no effect to worker attitude in Oil and Gas projects.
Development of worker attitude constructs and model
There are six factors for worker attitude constructs found. The worker attitude was established from the environmental impact such as worker experience, company support, and personal perception and so on. Therefore, to develop the worker attitude, the important factors have to consider. In addition, this study found the factors that construct the worker attitude. If the companies try to improve worker attitude, they have to improve these factors such as Personal motivation for safe behavior; Personal effectiveness; Positive safety practice; External motivation; Cognitive; and Belief
These factors present the element to improve worker attitude in construction work. The personal motivation for safe behavior is the most effective to worker attitude, because this factor is influenced by the company’s motivation to do their work safely. In addition, the worker can improve their behavior following these factors. Moreover, each factor can represent some element as shown in the table below.
The implementation level of safety programs in Oil and Gas industry
This objective measured the implementation level of safety program. To achieve this objective, this study distributed questionnaire to safety managers, and conducted an interview to know how they implement the safety programs in their company. Moreover, the data was ranked by the implementation of safety programs. The result is shown in the table below.
The meanings of range are:
Ranges Level of implementation
1.00-1.50 Poor level
1.51-2.50 Fair level
2.51-3.50 Good level
3.51-4.00 Excellent level
The meaning of ranges explained about implementation level as elaborated in the previous chapter.
As the result of this study, there are two safety programs which were most implemented 1) In house safety rule 2) Personnel Protection Equipment. These two safety programs are provided for carefully preventing the accident with worker. These are proactive safety programs, which implement before the accident occurred. The reasons for implementing these programs are to easily supervise the worker. Therefore, the safety managers prefer to implement these two programs. Thus, these programs are highest implementation level in oil and Gas industry.
On the other hand, the behavior base safety program has the lowest level of implementation because this program builds for change the risk behavior of worker. For example, the worker is risk taker, who want to work with risk behavior, behavior base safety program are provided to change the behavior of worker; to work safely which is difficult to change. Therefore, this safety program has a lowest level implementation.
As the result of this study, the implementation level of safety programs show the capability of company to implement the safety programs in their company. Each company has different approach to implement safety programs. Some company want to emphasize on management programs, thus, the company will provide more special safety programs. Especially in Oil and Gas industry, they have more safety programs to implement in their work places. Therefore the implementation level of safety program tends to have high implementation level.
The Regression model between safety programs and worker attitude
This research used multiple regression method to find the correlation between safety programs and worker attitude. The data was collected from safety managers and workers in Oil and Gas industry.
The result showed that, there are no significant relationship between safety programs and worker attitude. The model summary of multiple regressions show R square equals .083 which means safety programs has correlation to worker attitude only by 8.3% Consequently, the correlation among safety programs and safety attitude is very low.
The main reason that makes this situation occurred is the assessment of safety program which cannot use to predict the relationship between safety programs and worker attitude in Oil and Gas project. Moreover, there are many factors which affects to worker attitude as cognitive and personal perception. Thus, the safety program cannot signify which safety programs have direct influence to worker attitude.
On the contrary, the safety programs have impact to worker attitude in term of indirect way to worker. This effect encouraged the worker to work safely in the site. This effect is shown by the average that worker attitude is high. This means that the worker attitude have effect from safety programs.
The correlation between organization and worker attitude
These analyses determined the correlation between organization and worker attitude in the company. The relationship between organization factor and worker attitude is the effect of organization to safety attitude. Normally, the organization factors have influences to company employee. In this study, the researcher focused on the influence of organization to worker attitude.
To achieve the objective, which organization factors were implemented in the company, safety managers were interviewed, and the worker attitude comes from the factors analysis.
The result showed that there is a little correlation occurred between personal effectiveness of worker and organization structure, leadership, management style, communication, job responsibility, training and trust. The result explained that the relationship among organization factors and worker attitude is in term of personal effectiveness.
Conclusion, the personal effectiveness is sensitive with the organization factors. There is a small correlation between personal effectiveness and organization factors; while it is evident the other organization factors have no relationship with factor of worker safety attitude.
His thesis abstract is copied and posted below.
Abstract
The construction industry started to boom recently. The construction works have greatly impact in developing the economy particularly in Thailand. Many infrastructures have been built and many investors have been encouraged to bring their business in the country. Many new technologies have been used to upgrade the construction process, but despite of this new knowledge, problems keep on arising at different level in any construction site. Therefore, this research was conducted to study about safety in construction work which is specifically related to safety attitude of worker.
Moreover, the safety programs in construction works were also studied. There were three objectives in this study such as follow:
(1) to develop worker attitude construct and model;
(2) to study the implementation level of safety programs in Oil and Gas industry; and
(3) to determine the correlation between safety programs and worker attitude.
In order to carry out the research objectives, the author collected data from workers and safety managers by using questionnaire. These data were analyzed by using Statistical Package for the Social Sciences (SPSS) software. In addition, the safety managers were interviewed to understand more the safety occupation they applied in their companies.
As the result of this study, the worker safety attitude construct was found having six factors. These are personal motivation for behavior, personal effectiveness, positive safety practice, external motivation, cognitive and belief. These factors represent the worker attitude, which the company can apply to develop more the worker attitude.
For the implementation level of safety programs, the result of this study shown that the safety programs were more implemented in the work place. It was also found out that among the safety programs which implemented; in-house safety rules and personal protection Equipment have the highest levels.. In the contrary, behavior base safety has the lowest level of safety programs implementation.
The correlation study between safety programs and worker attitude revealed that these two have no correlation at all. These can explain that the safety program have indirect impact to worker attitude. Moreover, there are many factors which affect the worker attitude. Thus the safety programs are not the only possible reasons having direct impact to worker attitude. iv
In conclusion, this study suggests to policy implementers, construction firms and to the reader to develop factors for worker attitude too. The implementation levels of safety program are shown. Therefore, this research can be of great help to the construction industry to develop safety occupation in the future.
The companies have implemented a lot of safety programs in construction site to reduce the accident rate in the construction industry. Also, they want to increase productivity of their work. However, the safety programs might have influences to worker positively and negatively. The companies must be alarmed and take extra care in these both effects of safety programs.
Although there are many researchers conducted study related to safety programs, still the problem now is that, companies do not know how to develop workers’ attitude. Therefore, companies cannot implement safety programs to make safety attitude and behavior for workers in construction site.
Mr. Thanaporn Buaklom made a research which aimed to determine the worker’s attitude constructs and model in Oil and Gas industry. To accomplish this primary objective, three specific objectives were also needed as follows:
• To develop safety attitude constructs and model.
• To study the implementation level of safety program in Oil and Gas industry.
• To determine the correlation between safety program and worker attitude.
Conclusion
The effect of difference worker attitude base on Age and Experiences to worker attitude
As the result of this study, age and experience were analyzed to determine their different effects to safety worker attitude. Normally, the age and experience have effect to the worker attitude. However, in the Oil and Gas projects, they play more attention in safety occupation. Thus, the safety attitude was established at the beginning stage of work, and it was found out that the age and experience have no influence to the worker attitude. In conclusion, the age and experiences of worker have no effect to worker attitude in Oil and Gas projects.
Development of worker attitude constructs and model
There are six factors for worker attitude constructs found. The worker attitude was established from the environmental impact such as worker experience, company support, and personal perception and so on. Therefore, to develop the worker attitude, the important factors have to consider. In addition, this study found the factors that construct the worker attitude. If the companies try to improve worker attitude, they have to improve these factors such as Personal motivation for safe behavior; Personal effectiveness; Positive safety practice; External motivation; Cognitive; and Belief
These factors present the element to improve worker attitude in construction work. The personal motivation for safe behavior is the most effective to worker attitude, because this factor is influenced by the company’s motivation to do their work safely. In addition, the worker can improve their behavior following these factors. Moreover, each factor can represent some element as shown in the table below.
The implementation level of safety programs in Oil and Gas industry
This objective measured the implementation level of safety program. To achieve this objective, this study distributed questionnaire to safety managers, and conducted an interview to know how they implement the safety programs in their company. Moreover, the data was ranked by the implementation of safety programs. The result is shown in the table below.
The meanings of range are:
Ranges Level of implementation
1.00-1.50 Poor level
1.51-2.50 Fair level
2.51-3.50 Good level
3.51-4.00 Excellent level
The meaning of ranges explained about implementation level as elaborated in the previous chapter.
As the result of this study, there are two safety programs which were most implemented 1) In house safety rule 2) Personnel Protection Equipment. These two safety programs are provided for carefully preventing the accident with worker. These are proactive safety programs, which implement before the accident occurred. The reasons for implementing these programs are to easily supervise the worker. Therefore, the safety managers prefer to implement these two programs. Thus, these programs are highest implementation level in oil and Gas industry.
On the other hand, the behavior base safety program has the lowest level of implementation because this program builds for change the risk behavior of worker. For example, the worker is risk taker, who want to work with risk behavior, behavior base safety program are provided to change the behavior of worker; to work safely which is difficult to change. Therefore, this safety program has a lowest level implementation.
As the result of this study, the implementation level of safety programs show the capability of company to implement the safety programs in their company. Each company has different approach to implement safety programs. Some company want to emphasize on management programs, thus, the company will provide more special safety programs. Especially in Oil and Gas industry, they have more safety programs to implement in their work places. Therefore the implementation level of safety program tends to have high implementation level.
The Regression model between safety programs and worker attitude
This research used multiple regression method to find the correlation between safety programs and worker attitude. The data was collected from safety managers and workers in Oil and Gas industry.
The result showed that, there are no significant relationship between safety programs and worker attitude. The model summary of multiple regressions show R square equals .083 which means safety programs has correlation to worker attitude only by 8.3% Consequently, the correlation among safety programs and safety attitude is very low.
The main reason that makes this situation occurred is the assessment of safety program which cannot use to predict the relationship between safety programs and worker attitude in Oil and Gas project. Moreover, there are many factors which affects to worker attitude as cognitive and personal perception. Thus, the safety program cannot signify which safety programs have direct influence to worker attitude.
On the contrary, the safety programs have impact to worker attitude in term of indirect way to worker. This effect encouraged the worker to work safely in the site. This effect is shown by the average that worker attitude is high. This means that the worker attitude have effect from safety programs.
The correlation between organization and worker attitude
These analyses determined the correlation between organization and worker attitude in the company. The relationship between organization factor and worker attitude is the effect of organization to safety attitude. Normally, the organization factors have influences to company employee. In this study, the researcher focused on the influence of organization to worker attitude.
To achieve the objective, which organization factors were implemented in the company, safety managers were interviewed, and the worker attitude comes from the factors analysis.
The result showed that there is a little correlation occurred between personal effectiveness of worker and organization structure, leadership, management style, communication, job responsibility, training and trust. The result explained that the relationship among organization factors and worker attitude is in term of personal effectiveness.
Conclusion, the personal effectiveness is sensitive with the organization factors. There is a small correlation between personal effectiveness and organization factors; while it is evident the other organization factors have no relationship with factor of worker safety attitude.
His thesis abstract is copied and posted below.
Abstract
The construction industry started to boom recently. The construction works have greatly impact in developing the economy particularly in Thailand. Many infrastructures have been built and many investors have been encouraged to bring their business in the country. Many new technologies have been used to upgrade the construction process, but despite of this new knowledge, problems keep on arising at different level in any construction site. Therefore, this research was conducted to study about safety in construction work which is specifically related to safety attitude of worker.
Moreover, the safety programs in construction works were also studied. There were three objectives in this study such as follow:
(1) to develop worker attitude construct and model;
(2) to study the implementation level of safety programs in Oil and Gas industry; and
(3) to determine the correlation between safety programs and worker attitude.
In order to carry out the research objectives, the author collected data from workers and safety managers by using questionnaire. These data were analyzed by using Statistical Package for the Social Sciences (SPSS) software. In addition, the safety managers were interviewed to understand more the safety occupation they applied in their companies.
As the result of this study, the worker safety attitude construct was found having six factors. These are personal motivation for behavior, personal effectiveness, positive safety practice, external motivation, cognitive and belief. These factors represent the worker attitude, which the company can apply to develop more the worker attitude.
For the implementation level of safety programs, the result of this study shown that the safety programs were more implemented in the work place. It was also found out that among the safety programs which implemented; in-house safety rules and personal protection Equipment have the highest levels.. In the contrary, behavior base safety has the lowest level of safety programs implementation.
The correlation study between safety programs and worker attitude revealed that these two have no correlation at all. These can explain that the safety program have indirect impact to worker attitude. Moreover, there are many factors which affect the worker attitude. Thus the safety programs are not the only possible reasons having direct impact to worker attitude. iv
In conclusion, this study suggests to policy implementers, construction firms and to the reader to develop factors for worker attitude too. The implementation levels of safety program are shown. Therefore, this research can be of great help to the construction industry to develop safety occupation in the future.
TruckVault - The Process
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Organizational Training Programs
This is not all inclusive but you need to contemplate resources as anything at your disposal that can be used to meet organizational wants.
An organization's training program should certainly offer a full spectrum of understanding opportunities to support both individual and expert development. This is performed by ensuring that the program initial educates and trains employees to organizational needs. The organizational requirements ought to be clearly established, job descriptions well defined, communication forthright, and the relationship between the trainers and their buyers must be open and responsive. Buyers are those that benefit from the training management, supervisors and trainees. The training supplied should be exactly what's necessary when needed. An powerful training program offers for individual and skilled growth by helping the employee figure out what's certainly very important to them. There are various actions an organization can take to accomplish this:
1. Ask employees what they genuinely want out of work and life. This consists of passions, desires, beliefs and talents.
2. Ask the employees to develop the sort of job they actually want. The perfect or dream job might possibly seem out of reach but it does exist and it may possibly even exist in your organization.
three. Acquire out what positions in your organization meet their requirements. Having an employee in their ideal job improves morale, commitment and enthusiasm.
four. Have them research and get out what special abilities or qualifications are needed for their ideal position.
Employers face the problem of discovering and surrounding themselves with the right people. They invest enormous amounts of time and dollars training them to fill a position where they are unhappy and eventually leave the organization. Employers want persons who want to function for them, who they can trust, and will be productive with the least amount of supervision. How does this relate to training? Training starts at the selection method and is a continuous, life-long process. Organizations must clarify their expectations of the employee regarding personal and skilled development throughout the selection method. Some organizations even use this as a selling point such as the G.I. Bill for soldiers and sailors. If an organization desires committed and productive employees, their training program have to provide for the total development of the employee. Individual and expert growth builds a loyal workforce and prepares the organization for the changing technology, strategies, methods and procedures to maintain them ahead of their competition.
The managers should assist in ensuring that the organizational needs are met by prioritizing training requirements. This calls for painstaking analysis coupled with very best-value solutions. The managers need to communicate their requirements to the trainers and the student. The manager also collects feedback from numerous supervisors and compiles the lessons learned. Lessons learned can be provided to the instructors for consideration as training points. Training points are topics that the manager feels would enhance productivity. Lessons learned can also be supplied to the Human Resources Department (if detached from the instructors) for consideration in redefining the job description or selection process.
The instructor must also ensure that the training becoming supplied meets organizational needs by continuously developing his/her own abilities. The instructors, whenever feasible, should certainly be a skilled working in the field they teach.
The student should certainly have a firm understanding of the organization's expectations regarding the training becoming provided increased responsibility, increased pay, or a promotion. The student really should also express his enthusiasm (or lack of) for the specific training. The student should really want the organization to know that he/she can be trusted by truthfully exposing their commitment to working for the organization. This gives the management the opportunity to look at alternatives and prevent squandering resources. The student ought to also offer post-training feedback to the manager and instructor regarding facts or adjustments to the training that they feel would have helped them to prepare them for the job.
In the late 80's I worked for a Wal-Mart Distribution Center in Laurens, South Carolina. There were ten of us in the evening section a supervisor, two fork-lift operators and seven shop personnel. The supervisor notified the seven shop personnel the day just before training was scheduled to commence that we all had to attend fork-lift training outside of our typical working hours and that this was not paid training. Needless to say, four personnel didn't show up for the training. When training was completed, my coworkers discovered employment elsewhere mainly because they couldn't conceive working on the shop floor when they could get paid alot more as a fork-lift operator elsewhere. The supervisor failed to clarify his expectations of those who attended the training. The distribution center was expanding which meant additional fork-lift operators and shop personnel. They thought it would be less complicated and more helpful to train present employees as fork-lift operators and hire shop personnel, which the only requirement is the capability to lift heavy objects. The supervisor will need to have made it clear that this would have meant a pay increase and promotion. The distribution center was ultimately needed to hire from outside the firm. Some of the new employees were already licensed operators and some had to obtain training. The bottom line is that poor communication and lack of enthusiasm resulted in a squandering of resources.
Instructors of adult learners will need to be specialists working in the field they teach supplying practical, real world encounter. Instructors must continuously investigation and develop their abilities, both through their own initiative as nicely as exchanging info with other knowledgeable experts. Active involvement is the 1st key in becoming a competent trainer. Secondly, both students and instructors should really always be open to constructive criticism and new ideas. Even instructors have room for improvement. Thirdly, keep in mind that the students are experts too. Instructors will need to present them with the identical level of respect that they expect from them. The goal is to create an environment where everyone feels secure to share ideas. Finally, the organization, the instructor and the students need to accept the attitude that training doesn't stop here. It have to be a continuous method in order for the organization to remain ahead of the competitive market.
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