Building Sustainable Design Performance Through ... - Springer Link

Building Sustainable Design Performance Through Integrated Value Management Practice Mohd Nasrun Mohd Nawi, Faizatul Akmar Abdul Nifa and Siti Halipah Ibrahim

Abstract Maintenance management is a combination of all technical and administrative actions, including supervision actions, intended to retain an item in or restore it to a state in which it can perform a required function. Value management is a proactive, creative, problem-solving service, utilizing a multi-disciplinary teamoriented plan of attack to make explicit the client’s value system using functional analysis to discover the relationship between time, cost and quality with the aim of maximizing the overall operation of an establishment. Both of them are interrelated with each other for improving building performance. Alas, lack of a thorough review of design and specification has thus created so many faults and defects during the conception and construction stages in which resulted later in high upkeep costs. For overcoming that issue, this paper will explore the potential of VM approach during the conception phase of bringing on a perfect (fewer defects) design specification of a building. The standard procedure of VM methodology practice which has involved a multidisciplinary project stakeholders in order to avoid the issue over design and unnecessary maintenance costs will be concluded as well. Keywords Value management (VM) management Integrated team approach

Building performance Construction industry

Maintenance

M.N.M. Nawi (&) F.A.A. Nifa School of Technology Management and Logistics, Universiti Utara Malaysia, Kedah, Malaysia e-mail: [email protected] F.A.A. Nifa e-mail: [email protected] S.H. Ibrahim Department of Civil Engineering, Faculty of Engineering, Universiti Malaysia Sarawak (UNIMAS), 94300 Kota Samarahan, Sarawak, Malaysia e-mail: [email protected] © Springer Science+Business Media Singapore 2015 R. Hassan et al. (eds.), InCIEC 2014, DOI 10.1007/978-981-287-290-6_18

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1 Introduction Malaysia is a developing nation has a very quick development process in every area including building construction. Both of the sectors either public or private have initiated the need for big and complex construction tasks. Conforming to the high demand of both parties in a short time, it is anticipated that many mistakes and defects have occurred during the conception and construction stages which will ensue later in high upkeep costs. Thus, sustainability in the design process which is considered the element of constructability and maintainability should become a vital requirement in Malaysia construction industry. The primary aim of this paper is to usher in one alternative or proposal for growing a sustainable pattern of building performance such as reducing faulty design in the maintenance aspect of by implementing the concept of value management integrated approach. As highlighted by previous researchers [1–4], with a current situation of low levels of sustainability and maintenance culture in Malaysia, implementation of prevention approach such as including integrated value management is the best strategy practice to reduce design flaws in the construction.

2 Issues and Challenges in Current Design Process The traditional building design process is one of the primary barriers to produce a sustainable and green construction. The subject of fragmentation in design practice as it is borne out in a sequential fashion, hence contributes to poor communication, conflicts and misunderstanding between designers (or consultants) and contractors [5–9]. The current design process starts with the possessor of the projects briefly explain their requirement of projects to the project director or leader which is the principal consultant (mostly architect). Then the architect will transform the requirement into the architectural design which is then given to the structural engineer to determine the structural integrity by delivering structural analysis and design. The outcome, in a pattern of structural design combined with architectural design and specification are passed to the quantity surveyor to take out building cost estimation and determine the bill of quantity. Afterwards, all these documents are handed to the primary contractor who will then take on the responsibility to raise the building structure and liaise with the manufacturer [1]. In many years, this pattern has been disputed by the industry-led reports [10, 11] because of less performance and accessibility for good care and sustainability. This exercise also creates a significant connection with the issue of wastages, work redundancy, redesign and faulty in design. Among other challenges identified in the literature includes [1, 4, 9]; • The fragmentation of different participants in the construction project; • Prevalence of costly engineering changes, design iterations, rework and unnecessary liability claims;

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• The lack of communication between each of the disciplines involved in the growth process; • Lack of dependable life-cycle analysis of the task; • Constructability, supportability and maintainability issue are taken late in the operation; • Fragmentation of design, construction and maintaining data; and • Loss of information about design intent In view of that, the industry follows up reports such as [12–14] have all called on the industry to change from its traditional modus operandi and perform better through increased collaboration and integrated plan of action. The reports challenged the building industry to produce a fully integrated service capable of delivering predictable results to clients through operations and team integration. Consequently, this report will talk over the potential of Value Management as a component of integrated team approach to be carried out in this scenario. It is established along the previous studies [1–3, 15–18] in which recommend a value management approach can create a great deal of benefits such as; could bring together various skills and knowledge, and transfers the traditional barriers towards an in force and efficient delivery of the project.

3 Value Management (VM) Definition and Concept VM is a style of management dedicated to guiding people and promoting innovation with the target of improving overall project performance [19]. It has been applied successfully to increase the numbers of construction tasks to achieve value for money and to fulfill clients’ needs [20]. It is a powerful methodology due to its ability to influence thinking, to quickly bring some alteration, to identify the basic offices and to unify a group of strong people into one collective whole [17, 21]. It is a structured approach to establish what value means to a client in filling a perceived need by, clearly defining and agreeing the project targets and showing how they can best be achieved [22]. While [23] defined VM as ‘a proactive, creative, problemsolving or problem-seeking service, which maximize the functional value of a project by managing its development from concept to use through structured, teamoriented exercises which make explicit, and appraise subsequent decisions, by reference to the value requirements of the clients.’ The aim of VM is to increase the value of the output, either by enhancing its functionality and eliminating unnecessary costs [17]. As highlighted above, the philosophy of VM is based along the assumption that a certain quantity of unnecessary cost is inevitable in building design due to the inherent complexity of the procedure. Unnecessary cost is the cost that neither provides quality, purpose, life, and appearance nor customer features [24]. According to [25] value management is the term employed to identify the entire philosophy and range of technique.

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Thus, value planning, value engineering and value analysis form a subset of value management. In Value Management, there must always be a Value Outcome. The elements, items, process/system must perform what is intended to behave—it must be able to perform and function accordingly [26]. It is not simplistic “cost reduction” nor “cost cutting”. If by so doing, the component’s needed utility is sacrificed/compromised, the value to the owner has actually minimized. Increasing prices to increase the functional capacity beyond that which is needed also provides little, if at all, actual value to the owner. Anything less than functional capacity: unacceptable. Anything more than the operational capacity: unnecessary and wasteful [27]. As highlighted in the previous section, Value Management approach has been acknowledged as one of the extremely powerful tool because the application of its methodology involves Function Analysis to improve the invention procedure. In addition, Value Management (VM) is a combination of preparation tools and methods to get the optimal proportion of project benefits in relation to project costs and perils. It is the procedure of planning, appraising and producing the project in order to reach the right conclusions about the optimized balance of project benefits, risks and costs. It is like a style of management dedicated to guiding people and promoting innovation with the objective to better overall project performance [3, 28]. This approach has been used successfully to increase the numbers of construction projects to achieve value for money and to satisfy clients’ needs [1, 29]. It is also experienced as a powerful methodology due to its ability to influence thinking, to quickly bring some alteration, to identify the basic functions and to unify a group of strong people into one collective whole [2, 18]. Moreover, VM is a structured approach to establish what value means to a client in filling a perceived need by, clearly defining and agreeing the project targets and showing how they can best be achieved [28]. Fundamentally, VM is defined as ‘a proactive, creative, problem-solving or problem-seeking aid, which maximize the functional value of a task by overseeing its evolution from concept to use through structured, teamoriented exercises which make explicit, and appraise subsequent decisions, by reference to the value requirements of the clients’ [29]. In that respect are various benefits of executing VM such as [18, 30, 31]: • Value for money by balancing between cost and functional performance • Optimum solution can be presented • Participation of all appropriate stakeholders so the demands of the main parties can be held • Key decisions were rational, explicit, accountable and alternative choices were always taken • Improve communication, teamwork and shared agreement among the key participants Established on the advantages and value outcomes for the project, VM has received very encouraging reaction from the Government of Malaysia. The Malaysian government is using the value management in public management and adopted VM methodology in the execution of program project management.


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Further to this, the Economic Planning Unit circular dated 29 December 2009 has specified that all government projects worth RM50 million and above must be completed through a value management practice. Granting to the circular, failure to comply with this circular may result in rejection of an application.

4 Approach Towards Sustainable Design Practice In general, VM process is applied at different levels of a project, however it prefers to be given at an early phase of a task. The steps of the VM job plan can be grouped into five major stages or phases (refer Fig. 1) [1, 3]: 1. 2. 3. 4. 5.

Information Speculation Judgement Development Recommendation and Action Plan

Previous section has discussed that to raise a sustainable design of a building by reducing faulty design in a building, it is necessary to integrate and assemble the facility (maintenance) managers, client, designer or any related player at the early phase of the invention procedure. Alas, in the traditional design process (including invention and build procurement), there has no structured or proper methodology towards that plan of attack. In the Value Management workshop, however, it considers the contractors’ role early in the invention, thus resulting in more constructible design and bigger measure of cost savings, labor savings and less substance wastage [1, 9]. Through an early interest of construction knowledge and experience approach (during the VM workshop) can minimize the likelihood of producing plans that cannot be efficiently built (faulty design), thereby reducing design rework, improving project schedule, and establishing construction cost saving. As shown in Fig. 2, VM promotes a multi-disciplinary team approach instead of individual or segregation approach in a construction project. Furthermore, in contrast to the traditional construction practice, Value Management team are demanded to work together in concurrently either in making a decision process Fig. 1 Five steps of the VM job plan [3]

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Fig. 2 An integrated project team [1]

or when trouble arises throughout of design, fabrication, and construction phases. On the other hand, the product delivery process has also been integrated to concentrate the number of distinctive parties to a single all-inclusive party [1, 3, 17]. The various separate and phased processes involved have also been combined into a system capable of pitching the same product in a single procedure. This approach indirectly will help the construction stakeholders such as contractors and designers to meet the client needs towards green and sustainable building in the future.

5 Conclusion The traditional design process in the current practice has been heavily criticized as one of the main hindrances towards an efficient communication and integration between the stakeholders involved during the conception and building process. The building industry, especially Malaysian design practice requires a paradigm shift to produce a fully integrated service capable of delivering predictable results to clients through operations and team integration. This paper recommended that with the use of VM, the goal of a building sustainable design performance is achievable. Withal, the tangible examples of Value Management integration team framework or model in the industry are limited. Even though in that respect are many related studies focused in this arena and attempts to better construction design team integration, all the same, they act not specifically provide any guideline on how to accomplish a successful integrated VM team delivery. Consequently, this paper proposed that research into integrated VM team practice is necessary in order to raise the degree of integration and communication among stakeholders during the design stage if the wide potential of sustainable construction for both the industry and its clients is to be gained.


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