In 1972, the first conference in sustainable development was held at Stockholm, Sweden. Since then, several countries all over the world have put a great emphasis on this issue and have accepted it as the major concern in a mainstream. A number of conferences and summits have been organized in order to ensure that the world has met the requirement of sustainable contents. Many countries have signed an agreement to accept the agenda in processing the implementation of sustainable development concept across all industries, especially in construction industry. Consequently, “sustainable construction” is the term commonly used in representing sustainability in construction industry.
In term of sustainable construction, material waste is one of key issues (DIT, 2000). The waste has a directly crucial impact on environment. The obvious effect of which which can be easily observed is the rapid achievement of landfill site. A number of studies tried to find out the causes of the construction material waste and the approaches to minimize the waste. Since the waste minimization and management are the important issues toward the sustainable construction, Mr. Pakawat Pormmoon made a case study concerning the systematic formulation of framework through 4Rs (reduce, reuse, recycling, and residual management) waste management strategy for managing the construction material waste on sites. This framework is hoped to enable the construction companies to deal with the construction material waste.
Mr. Pormmoon’s research objective is to develop the 4Rs framework implementation for the construction industry. In order to achieve this main objective, the three
key objectives were also set to (1) investigate the existing activities relating to the concept of reduce, reuse, recycle, and residual management in Thai building construction industry; (2) test the validation of collected 4Rs-relevant activities; (3) develop the framework implementation following to 4Rs concept.
The result of his case study based from the interview revealed that ten general issues can be implemented through 4R’s concept. These issues include (1) environmental policy; (2) nearly Just-in-time delivery; (3) waste management plan; (4) use of long-life construction material; (5) standardization of design; (6) design and build scheme; (7) project quality plan; (8) off-site prefabrication; (9) supply chain alliances with suppliers and recycling companies; and (10)“Take-back” scheme.
However, upon detailed implementation of each “R” in 4Rs, many activities have been arisen. These activities were categorized as (a) improvement of material ordering and supplying; (b) changes of material selection; (c) improvement of site material management; (d) increase of work controlling; (e) defining of alternative options for reuse and recycle; (f) provision of sorting methods and container, area, or infrastructure for collection of by-product; and (g) setting of policies according to the relevance law and regulation; Residual Collection and Residual Disposal
Another finding of his study validated that 4Rs have many relevant activities such as:
1) General Issues
a. To set up environmental policy in order to contribute the implementation of 4Rs (reduce, reuse, recycle, and residual management) principle in practices
b. To apply ‘nearly Just-in-time’ delivery principle in order to reduce and alleviate the congestion of material movement on site
c. To encourage the use of Design and Build scheme to deliver project in order to utilize use of value engineering concept
d. To enhance the use of standardization of design in term of modular system to improve buildability and reduce the quantity of off-cuts on site
e. To increase the use of off-site prefabrication to control loss, waste, and damage, thus, the off-cut can be reduced
f. To enhance the use of long-life construction materials such as steel, standard wood, and others to construct building components; therefore those structures can longer be used
g. To develop Project Quality Plan for managing construction materials on site
h. To develop Waste Management Plan for managing waste on site
2) Reduce at management level
a. Improvement of material ordering and supplying
b. Changes of material selection
c. Improvement of site material management
d. Increase of work controlling
3) Reduce at operational level
4) Reuse and recycle at management level
a. Defining of alternative options for reuse and recycle
b. Provision of sorting and collecting methods, container, area, or infrastructure for collection of by-product
5) Reuse and recycle at operational level
6) Residual management at management level - Setting of policies according to the relevance law and regulation
7) Residual management at operational level
His study’s last finding is that application of each 4Rs-relevant on sites and its implementation can be done at both site management and operational level as implemented by Bovis Lend Lease (Thailand) Limited. It yields a better work execution than other companies at site management level.
His thesis abstract is copied and posted.
ABSTRACT
The problems regarding to sustainable construction are that the most of construction materials are considered to be low efficiently used. The less efficient use of construction materials will not be a problem if the natural resources are limitless, but in fact it is not. In addition, the construction firms need to be reminded that waste make financial cost both direct cost and indirect cost are significant. Many researches have tried to apply the 3Rs (Reduce, reuse, and recycle) waste strategy for managing waste on construction sites. Consequently, this study has tried to apply the concept of 4Rs, reduce, reuse, recycle, residual management concept in Thai building construction industry. To apply 4Rs, reduce, reuse, recycle, residual management concept in Thai construction industry is the main purpose of this thesis.
In order to correlate the main and the sub-objectives of this study, research methodology has been split into three main steps. The first step is to investigate existing 4Rs-relevant activities. The result is that the related activities following 4Rs concept. These activities would be utilized in the next step, gathering the significance and applicability of collected 4Rs-relevant activities. The second step, some activities have been removed. There are six experts utilized in the second step. The last step is to measure the application of each 4Rs activity on sites at both management and operational level. The data in last step were
collected from both Bovis Lend Lease (Thailand) Limited and other companies within Thai building construction industry.
The results were found that validated eight general issues can be implemented through the 4R’s concept. Moreover, there are eight groups of work which 4Rs concepts can be implemented through that are improvement of material ordering and supplying, changes of material selection, improvement of site material management, increase of work controlling, defining of alternative options for reuse and recycle, provision of sorting methods and container, area, or infrastructure for collection of by-product, and setting of policies according to the relevance law and regulation.
TIANDI lauches new hydraulic modular trailer
51.Chinese Leading Special Heavy Transport Vehicles Manufacturer - TIANDI Group (THI) and it's sub co. FLJ have just launched it's new TJV2 hydraulic moduar trailer which is also knowed as multi axle trailer. This trailer is the new upgrade version from TIANDI's regular TJV1 2990mm width modular trailer.
By remaining the great loading capacity (22.5ton @ 18km/h) as those previous models, TJV2's main upgrade features are as follows:
Smaller turning radius: The TJV2 trailer's first wheel steering angle has been upgraded from +/-50 degrees to +/-55 degrees.
Better passing through capacity: Platfrom height from 1080 +290/-310mm changed to 1080 +/-325mm, which makes the trailer has even better passing through capacity on rough road.
Easy connection: The pipe connecting system is moved to both side of the trailer, which is easier for piping line connection during module combination. Fast connectors helps to increase work efficiency and safty.
the one follow is TIANDI's regular TJV1 Hydraulic Modular trailer
(According to customer requirement, TJV1 can be adjust to combine with Nicolas MDE type and TJV2 can be adjust to couple with Nicolas MDED type from Europe.)
More detail features please feel free to contact tiandihi@gmail.com or msn with jefflee@live.com.
By remaining the great loading capacity (22.5ton @ 18km/h) as those previous models, TJV2's main upgrade features are as follows:
Smaller turning radius: The TJV2 trailer's first wheel steering angle has been upgraded from +/-50 degrees to +/-55 degrees.
Better passing through capacity: Platfrom height from 1080 +290/-310mm changed to 1080 +/-325mm, which makes the trailer has even better passing through capacity on rough road.
Easy connection: The pipe connecting system is moved to both side of the trailer, which is easier for piping line connection during module combination. Fast connectors helps to increase work efficiency and safty.
the one follow is TIANDI's regular TJV1 Hydraulic Modular trailer
(According to customer requirement, TJV1 can be adjust to combine with Nicolas MDE type and TJV2 can be adjust to couple with Nicolas MDED type from Europe.)
More detail features please feel free to contact tiandihi@gmail.com or msn with jefflee@live.com.
Mining Equipment: One Billion Ton Iron-ore Resource in Liberia
Mining Equipment: TSX Venture Exchange- and Aim-listed Mano River on Monday announced an initial independent mineral resource estimate of 1,08-billion tons of iron-ore at its 38,5%-owned project in Liberia.Russian steelmaker Severstal’s mining subsidiary owns the majority stake of 61,5% in the Putu Range project, in which it had invested $30-million.
The Putu resource had potential to grow as its exploration programme advanced, Mano president and CEO Luis da Silva reported.
Total Quality Management In Property Development Projects In Vietnam
Despite of a half-year difficulty, Vietnam real estate market is now considered a long term potential market as foreign investors are keen on developing more projects. From the picture of real estate development in 2008, it showed that all trading in this sector are almost frozen, together with the increasing of interest from the banks and material prices, domestic investors are put in troubles. Meanwhile, foreign capital from the outside investors is continuously put in Vietnam’s real estate market with an impetuous speed.
Many foreign developers are still looking for opportunities to penetrate Vietnam's realty market, and many companies are now interested in HCM City's outskirts such as Thu Thiem and Cu Chi District. Developers are also keen-on complexes of apartments, offices and commercial centers, resorts, industrial parks and residential areas. These segments' supply and demand are not well matched. Consequently, if having visibility strategy such as focusing on target customer, paying attention on marketing and having ability to bring out a high quality product, then chance of success is a seeable thing.
According to Goetsch (2002) “Total Quality Management (TQM) is an approach to doing business that maximizes the competitiveness of an organization through continuous improvement of its products, services, people processes, and environment”. Kotler, 1999 noted that the foundation of TQM is satisfaction renders by products or services and products (or services) are nothing offered to a market for attention, acquisition, use or consumption that satisfy a want or need.
TQM is not a new concept in the manufacturing sector. However, it does not mean that management system which have worked well in the manufacturing sector can be directly well-applied to construction. This is due to the nature differences between the two sectors. Construction industry has its own unique feature while manufacturing calls for repeat processes with products primarily put out in large batches. On the other hand, construction work is undertaken in the main single batch or projects. Although many of the basic processes are repeated from job to job (e.g. concreting and plastering), the specifics of application are always changing (Low & Peh, 1996).
In construction industry, where customers’ requirements are increasingly complex and expectations are uncertain, the application of such tools becomes difficult. Vietnam’s Property market is now considered a complex and “hot” environment for investors. Hence, application of TQM will be a competitive advantage (Low & Peh, 1996). If TQM can be implemented into property development field in a right way, it can help to improve the quality as well as the productivity of the project. It is a need to identify suitable TQM factors that are applicable to these projects in order to take the best efficiency of implementation.
Ms. Nguyen Viet Nhan made a case study that focused on the property developing projects in Ho Chi Minh City to (1) find out TQM factors that are applicable to property developing projects; (2) find out the perception and practices of TQM in Vietnam property development; and (3) develop TQM framework that is applicable in Vietnam property development.
The results of her study clearly indicated that Leadership and commitment by top management is the most critical factor for the successful implementation of TQM in Vietnam property development organizations. Once it is known exactly where the organization is, the manager can take steps to improve the overall effectiveness of quality management system. This study also found out that the first five critical problems of TQM implementation are (1) Customer focus; (2) Relationship with supplier, contractor and subcontractor; (3) Leadership and commitment of top management; (4) Employee involvement and commitment; and (5) Education and training. These five priority factors should be given more attention in order to achieve a satisfactory level.
Her thesis abstract is copied and posted.
ABSTRACT
This study investigates the factors affecting successful implementation of TQM in property developments projects. The primary objectives of this study illustrate the development of TQM, introduce the common TQM model and evaluate the items in property development management's TQM model that are believed to be most successfully and most unsuccessfully implemented. In the later part of the study proposes a new TQM model that is applicable in Vietnam market. The result finding is expected to be powerful information for future research directions especially as an indicator for the development of a suitable TQM framework for the property development projects in Vietnam.
The survey was carried in Ho Chi Minh City and the suburban provinces of Ho Chi Minh City. 145 samples from medium-large scale projects were selected for the analysis. All respondent‟s results were analyzed using SPSS version 15.0. Theory using in this survey is grounded from literature review and expert‟s experience. There are twelve factors which affect successful TQM implementation were identified from the survey. The findings indicated that the most important element in TQM framework is Commitment and Leadership by Top Management. The others critical dimensions of TQM are Employee Involvement and Commitment, Education & Training, Communication to improve quality, Policy, System & Process, Customer focus, Relationship with supplier, contractor and subcontractor, Quality Audit & Evaluation, Improve jobsite quality, Work environment & Culture, Team working for, Continuous improvement, and Resource management. The findings also indicated that there was a difference on TQM perception between project manager and site engineer in some dimension of TQM. These are Customer focus, Quality Audit and evaluation, and Relationship with supplier, contractor and subcontractor. A gap the analysis was carried to examine the importance and actual status of these TQM factors. The results indicated that there are a big gap between actual practice and perception. The top five factors that have largest gaps were Customer focus, Relationship with supplier, contractor and subcontractor, Leadership and commitment of top management, Employee involvement and commitment, Education and training. Improving the satisfactory levels of these factors may lead to a successful TQM implementation. Finally, a framework for implementing TQM is recommended.
Many foreign developers are still looking for opportunities to penetrate Vietnam's realty market, and many companies are now interested in HCM City's outskirts such as Thu Thiem and Cu Chi District. Developers are also keen-on complexes of apartments, offices and commercial centers, resorts, industrial parks and residential areas. These segments' supply and demand are not well matched. Consequently, if having visibility strategy such as focusing on target customer, paying attention on marketing and having ability to bring out a high quality product, then chance of success is a seeable thing.
According to Goetsch (2002) “Total Quality Management (TQM) is an approach to doing business that maximizes the competitiveness of an organization through continuous improvement of its products, services, people processes, and environment”. Kotler, 1999 noted that the foundation of TQM is satisfaction renders by products or services and products (or services) are nothing offered to a market for attention, acquisition, use or consumption that satisfy a want or need.
TQM is not a new concept in the manufacturing sector. However, it does not mean that management system which have worked well in the manufacturing sector can be directly well-applied to construction. This is due to the nature differences between the two sectors. Construction industry has its own unique feature while manufacturing calls for repeat processes with products primarily put out in large batches. On the other hand, construction work is undertaken in the main single batch or projects. Although many of the basic processes are repeated from job to job (e.g. concreting and plastering), the specifics of application are always changing (Low & Peh, 1996).
In construction industry, where customers’ requirements are increasingly complex and expectations are uncertain, the application of such tools becomes difficult. Vietnam’s Property market is now considered a complex and “hot” environment for investors. Hence, application of TQM will be a competitive advantage (Low & Peh, 1996). If TQM can be implemented into property development field in a right way, it can help to improve the quality as well as the productivity of the project. It is a need to identify suitable TQM factors that are applicable to these projects in order to take the best efficiency of implementation.
Ms. Nguyen Viet Nhan made a case study that focused on the property developing projects in Ho Chi Minh City to (1) find out TQM factors that are applicable to property developing projects; (2) find out the perception and practices of TQM in Vietnam property development; and (3) develop TQM framework that is applicable in Vietnam property development.
The results of her study clearly indicated that Leadership and commitment by top management is the most critical factor for the successful implementation of TQM in Vietnam property development organizations. Once it is known exactly where the organization is, the manager can take steps to improve the overall effectiveness of quality management system. This study also found out that the first five critical problems of TQM implementation are (1) Customer focus; (2) Relationship with supplier, contractor and subcontractor; (3) Leadership and commitment of top management; (4) Employee involvement and commitment; and (5) Education and training. These five priority factors should be given more attention in order to achieve a satisfactory level.
Her thesis abstract is copied and posted.
ABSTRACT
This study investigates the factors affecting successful implementation of TQM in property developments projects. The primary objectives of this study illustrate the development of TQM, introduce the common TQM model and evaluate the items in property development management's TQM model that are believed to be most successfully and most unsuccessfully implemented. In the later part of the study proposes a new TQM model that is applicable in Vietnam market. The result finding is expected to be powerful information for future research directions especially as an indicator for the development of a suitable TQM framework for the property development projects in Vietnam.
The survey was carried in Ho Chi Minh City and the suburban provinces of Ho Chi Minh City. 145 samples from medium-large scale projects were selected for the analysis. All respondent‟s results were analyzed using SPSS version 15.0. Theory using in this survey is grounded from literature review and expert‟s experience. There are twelve factors which affect successful TQM implementation were identified from the survey. The findings indicated that the most important element in TQM framework is Commitment and Leadership by Top Management. The others critical dimensions of TQM are Employee Involvement and Commitment, Education & Training, Communication to improve quality, Policy, System & Process, Customer focus, Relationship with supplier, contractor and subcontractor, Quality Audit & Evaluation, Improve jobsite quality, Work environment & Culture, Team working for, Continuous improvement, and Resource management. The findings also indicated that there was a difference on TQM perception between project manager and site engineer in some dimension of TQM. These are Customer focus, Quality Audit and evaluation, and Relationship with supplier, contractor and subcontractor. A gap the analysis was carried to examine the importance and actual status of these TQM factors. The results indicated that there are a big gap between actual practice and perception. The top five factors that have largest gaps were Customer focus, Relationship with supplier, contractor and subcontractor, Leadership and commitment of top management, Employee involvement and commitment, Education and training. Improving the satisfactory levels of these factors may lead to a successful TQM implementation. Finally, a framework for implementing TQM is recommended.
The Cash-For-Clunkers (CFC) scam
Okay, I have to admit that it initially sounded like a plausible scheme to me, even if it was obviously intended to help out the car dealers and manufacturers since it was limited to purchasing new cars. But what's also happening is that perfectly reasonable used vehicles are being deleted from the used car inventory. The engines in the traded in cars have to be destroyed and then the vehicles scrapped. Okay, maybe this makes sense if you're picturing a clapped-out Buick with a bad exhaust being destroyed, but that's not all that's happening...
A BMW 735i engine being run to destruction to comply with the requirements.
A Volvo S80 T6 hanging on to life for a while.
So here it is, relatively recent cars are being destroyed with our government's money to give a discount to the purchase of new, slightly more efficient cars and trucks. But what about the environmental and economic costs of the new construction? Move along now, nothing to see here.
A large fraction of the so-called clunkers are actually modern, relatively non-polluting, and well-running vehicles. This isn't getting rid of the nasty polluting old cars, just thinning the good used car market. That's a newer, nicer car than mine (the Volvo) and gets better fuel economy than most any SUV or truck out in suburbia.
If you had a 17MPG pickup, you could use the money to buy a (new) 19MPG SUV.
Absolutely insane. Next up, a bailout for the US insurance and glass industry by handing out rocks to be thrown through windows.
A BMW 735i engine being run to destruction to comply with the requirements.
A Volvo S80 T6 hanging on to life for a while.
So here it is, relatively recent cars are being destroyed with our government's money to give a discount to the purchase of new, slightly more efficient cars and trucks. But what about the environmental and economic costs of the new construction? Move along now, nothing to see here.
A large fraction of the so-called clunkers are actually modern, relatively non-polluting, and well-running vehicles. This isn't getting rid of the nasty polluting old cars, just thinning the good used car market. That's a newer, nicer car than mine (the Volvo) and gets better fuel economy than most any SUV or truck out in suburbia.
If you had a 17MPG pickup, you could use the money to buy a (new) 19MPG SUV.
Absolutely insane. Next up, a bailout for the US insurance and glass industry by handing out rocks to be thrown through windows.
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