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IMPACT OF BUILDING INFORMATION MODELLING ON CONSTRUCTION PROJECT MANAGEMENT
Abstract
The implementation of Building Information Modeling (BIM) has revolutionized construction project management by enhancing collaboration, improving efficiency, and optimizing resource utilization. This study explores the impact of BIM on various aspects of construction project management, focusing on its influence on project delivery time, cost management, quality control, and communication. BIM facilitates better planning and visualization, allowing stakeholders to identify potential issues early in the project lifecycle, leading to reduced risks and fewer project delays. Additionally, the integration of BIM in construction projects enhances decision-making through real-time data sharing, improving transparency and accountability among project teams. This research also examines the challenges and barriers faced by construction professionals in adopting BIM, such as resistance to change, high initial costs, and the need for specialized skills. Through a combination of case studies and industry surveys, the study highlights both the benefits and limitations of BIM in contemporary construction project management. The findings suggest that while BIM significantly improves project outcomes, its successful implementation requires a cultural shift in the construction industry, along with continuous training and investment in technology. This study contributes to the understanding of how BIM can transform construction project management practices, offering insights for construction firms, project managers, and policymakers aiming to harness its full potential in future projects.
Keywords: Building Information Modeling, Construction Project Management, Project Delivery, Cost Management, Quality Control, Technology Adoption, Industry Challenges
Chapter One: Introduction
1.1 Background of the Study
In recent years, the construction industry has experienced significant advancements driven by technological innovations. One of the most transformative technologies to emerge is Building Information Modeling (BIM), which has revolutionized how construction projects are designed, managed, and executed. BIM is a digital representation of the physical and functional characteristics of a facility, enabling the creation, sharing, and management of information throughout a project’s lifecycle (Eastman et al., 2011). BIM allows for the integration of diverse data from different stakeholders, such as architects, engineers, contractors, and owners, into a single, cohesive model that supports decision-making and facilitates collaboration (Azhar, 2011).
The construction industry has long been plagued by challenges related to inefficiencies, cost overruns, delays, and quality issues. According to a report by the McKinsey Global Institute (2017), the global construction industry is one of the least digitized sectors, contributing to productivity stagnation and a significant gap between potential and actual performance. The adoption of BIM is seen as a critical solution to address these challenges by improving communication, reducing errors, and streamlining processes (Smith, 2014). As a result, BIM has the potential to transform construction project management (CPM) by optimizing project planning, execution, and control, thus improving overall project outcomes.
1.2 Statement of the Problem
The construction industry continues to struggle with issues such as cost overruns, delays, and quality concerns, despite the increasing availability of technological solutions. Traditional project management approaches, often characterized by siloed work processes and poor communication among stakeholders, contribute significantly to these challenges (Björk, 2009). BIM offers a more integrated approach to managing construction projects, but its impact on key aspects of project management, such as time, cost, quality, and communication, remains under-researched, particularly in developing regions where adoption rates are lower (Jernigan et al., 2017). This study aims to explore the impact of BIM on construction project management, investigating how its adoption influences project delivery times, cost efficiency, quality control, and stakeholder collaboration.
1.3 Research Objectives
The primary objective of this research is to examine the impact of BIM on construction project management, specifically in terms of its effect on project delivery time, cost management, quality control, and communication among project stakeholders. The specific objectives are as follows:
To evaluate how BIM influences project delivery time in construction projects.
To assess the effect of BIM on cost management and cost savings during project execution.
To investigate the role of BIM in improving quality control and reducing errors in construction projects.
To explore how BIM facilitates communication and collaboration among project stakeholders.
To identify the challenges and barriers to BIM adoption in the construction industry.
1.4 Research Questions
This study seeks to answer the following research questions:
How does BIM influence project delivery time in construction projects?
What impact does BIM have on cost management in construction projects?
In what ways does BIM improve quality control and reduce errors in construction projects?
How does BIM enhance communication and collaboration among construction project stakeholders?
What are the challenges and barriers to the adoption of BIM in construction project management?
1.5 Significance of the Study
The significance of this study lies in its potential to provide valuable insights into the role of BIM in improving construction project management practices. As the construction industry increasingly turns to BIM as a tool for managing complex projects, it is essential to understand its impact on the key performance indicators (KPIs) of project success, including cost, time, and quality. The findings of this study will be useful for construction managers, project teams, and stakeholders who are considering adopting BIM to enhance their project management capabilities. Additionally, policymakers and industry regulators can use the results to inform strategies for promoting BIM adoption across the sector.
By identifying both the benefits and challenges associated with BIM implementation, the study will also provide a roadmap for overcoming obstacles and achieving a smooth transition to more efficient project management practices. As a result, this research contributes to the growing body of knowledge on the use of BIM in construction project management and its potential to transform the industry.
1.6 Scope of the Study
This study focuses on the impact of Building Information Modeling on construction project management within the context of the Nigerian construction industry. While BIM is widely used in more developed markets such as the United States and Europe (Arayici et al., 2011), its adoption in developing countries, particularly in Africa, remains relatively low (Goh & Meng, 2014). This study, therefore, seeks to explore the unique challenges and opportunities that exist within the Nigerian construction industry in relation to BIM adoption. The research will primarily examine the effect of BIM on project delivery time, cost, quality, and communication in both public and private sector construction projects.
1.7 Structure of the Dissertation
The structure of this dissertation is as follows:
Chapter One provides the introduction, background of the study, research objectives, research questions, significance of the study, and the scope of the study.
Chapter Two reviews the literature on Building Information Modeling, its evolution, applications in construction, and its impact on construction project management.
Chapter Three outlines the research methodology, including the research design, data collection methods, and data analysis techniques.
Chapter Four presents the results and findings from the data analysis.
Chapter Five concludes the study by discussing the implications of the findings, recommendations for industry practice, and suggestions for future research.
1.8 Definition of Key Terms
Building Information Modeling (BIM): A digital representation of the physical and functional characteristics of a facility, used for design, construction, and operations.
Construction Project Management (CPM): The planning, coordination, and execution of a construction project from inception to completion.
Cost Management: The process of planning and controlling project costs to ensure the project is completed within the approved budget.
Quality Control: The processes and activities used to ensure that construction work meets specified standards and requirements.
Stakeholders: Individuals or organizations that have an interest in the outcome of a construction project, including owners, contractors, architects, and engineers.
1.9 Conclusion
This chapter introduced the research topic, highlighting the role of Building Information Modeling in transforming construction project management. It outlined the research problem, objectives, and questions, while emphasizing the significance of this study for both industry professionals and researchers. The next chapter will provide a detailed review of existing literature on BIM, its applications, and its effects on construction project management.
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EFFECT OF RUNNING A PROJECT MORE EFFECTIVELY AND EFFICIENTLY USING LEAN MANAGEMENT. CASE STUDY OF A BUILDING CONSTRUCTION SITE
CHAPTER ONE:
INTRODUCTION
1.1 Background to the Study
In today’s highly competitive and resource-constrained environment, the construction industry faces increasing pressure to deliver projects on time, within budget, and with minimal waste. The traditional approaches to project management in construction are often marred by inefficiencies, delays, and cost overruns, leading to suboptimal performance. As a result, there is a growing interest in adopting modern management techniques such as Lean Management, which has been widely used in manufacturing and other sectors, to improve project performance.
Lean Management is a systematic method for waste minimization without sacrificing productivity. Originating from Toyota’s production system, Lean focuses on maximizing value for customers by streamlining operations, reducing waste, and continuously improving processes. In the construction industry, Lean Management has the potential to revolutionize project delivery by promoting efficient resource usage, enhancing communication among project teams, and ensuring timely completion of tasks.
This study seeks to examine the effect of implementing Lean Management principles on improving the efficiency and effectiveness of project execution, specifically in the context of a building construction site. By analyzing a case study of a building project, the study will explore how Lean practices such as value stream mapping, Just-In-Time (JIT) delivery, and continuous improvement can optimize project outcomes.
The construction industry is among the first to initiate lean thinking and techniques [1]. However, Lean principles implementation is a complex and long-term method of adoption that returns reward [2]. Construction projects are complex and require adequate planning and scheduling to ensure successful completion. Such complexity requires proper resource management and efficient managerial tools and techniques throughout the project’s life, from start to completion [3].
Lean principles have significantly improved productivity, quality, and waste management in various industries, including construction. Implementing lean principles is complex and long-term, but it has gained widespread acceptance in other industries due to its potential to reduce waste and improve productivity. Construction projects need help with resource management and efficient managerial tools, leading to increased costs and delays. Lean principles are increasingly being applied in construction project planning and scheduling to improve efficiency and effectiveness. These principles focus on continuous improvement, waste reduction, and reducing project delays, cost overruns, and quality issues.
The construction industry’s complexity and traditional management methods cause delays and cost overruns. Lean principles enhance efficiency, waste elimination in the construction industry, and adaptability to construction challenges. The study explores Lean principles for efficient construction project scheduling, aiming to reduce waste, improve customer satisfaction, and reduce costs, ultimately contributing to better project outcomes. Lean principles in project management, including clear communication, stakeholder involvement, continuous improvement, and accountability, benefit construction projects. Implementing lean concepts in planning and scheduling leads to increased productivity, cost-effectiveness, and customer satisfaction. However, challenges like resistance, lack of knowledge, and inadequate education hinder successful implementation.
1.2 Statement of the Problem
Construction projects are notorious for delays, cost overruns, and inefficiencies in resource utilization. Despite significant advances in construction technologies, these issues persist, often leading to client dissatisfaction, poor quality, and reduced profitability for contractors. Traditional project management approaches in construction tend to focus more on task completion rather than the overall efficiency of the process. This has led to the adoption of Lean Management practices in construction projects as a potential solution to these challenges.
However, while the benefits of Lean Management in manufacturing are well documented, there is limited empirical research examining its impact on construction project management. There is a need to understand how Lean principles can be effectively applied to building construction sites to improve efficiency, reduce waste, and enhance project outcomes.
1.3 Objectives of the Study
The main objective of this study is to assess the effect of Lean Management on running a construction project more effectively and efficiently. The specific objectives are to:
Evaluate the impact of Lean Management on project timelines and resource utilization.
Identify the types of waste commonly encountered on construction sites and how Lean principles can mitigate them.
Explore the challenges associated with implementing Lean Management in building construction projects.
Analyze the effectiveness of Lean tools such as Just-In-Time (JIT), value stream mapping, and continuous improvement in a construction setting.
1.4 Research Questions
The study will address the following research questions:
How does the adoption of Lean Management impact project efficiency and timelines on a building construction site?
What are the common types of waste in construction, and how can Lean principles help reduce them?
What challenges do construction firms face when implementing Lean Management practices?
Which Lean tools are most effective in optimizing construction project outcomes?
1.5 Significance of the Study
The significance of this study lies in its potential to contribute to the ongoing conversation about improving project management practices in the construction industry. By providing empirical evidence on the impact of Lean Management on construction projects, the study can offer valuable insights to project managers, construction firms, and stakeholders on how to enhance efficiency, reduce costs, and deliver better value to clients.
Moreover, the findings of this study will be particularly beneficial to the Nigerian construction industry, where inefficiencies, resource mismanagement, and delays are prevalent. Understanding how Lean principles can be adapted to local construction environments could lead to improved project outcomes and contribute to the sector’s overall growth.
1.6 Scope of the Study
This study focuses on the application of Lean Management principles in a building construction project. The case study will be based on a specific building construction site in Nigeria, with an emphasis on evaluating the efficiency of project delivery, resource management, and waste reduction. The study will be limited to the tools and techniques of Lean Management that are relevant to construction, such as value stream mapping, JIT, and continuous improvement practices.
1.7 Definition of Terms
Lean Management: A methodology focused on waste reduction and continuous improvement while maximizing value for the customer.
Waste: In Lean terminology, waste refers to any activity that consumes resources but does not add value to the final product.
Just-In-Time (JIT): A Lean technique that focuses on producing and delivering goods only as they are needed, thus reducing inventory costs.
Value Stream Mapping: A tool used in Lean Management to analyze and design the flow of materials and information required to bring a product or service to a consumer.
Continuous Improvement (Kaizen): A core Lean principle aimed at constantly improving processes, operations, and efficiency.
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IMPORTANCE OF DIGITAL AND REMOTE TEAMS IN PROJECT MANAGEMENT
ABSTRACT
This work discusses the role of digital and remote teams in project management. A hundred and twenty questionnaires were distributed among project managers from selected construction companies. Interviews and surveys were also conducted.
Primary and secondary data will be used in the analysis. Tables and percentages will also be used as the instrument of analysis
It will be observed therefore that digital and remote teams have a strong and significant impact in project management. There is a strong relationship between digital and remote teams and project management
TABLE OF CONTENT:
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Research Problem
1.3 Objectives of the Study
1.4 Significance of the Study
1.5 Research Questions
1.6 Research Hypothesis
1.7 Conceptual and Operational Definition
1.8 Assumptions
1.9 Limitations of the Study
CHAPTER TWO
LITERATURE REVIEW
2.1 Sources of Literature
2.2 The Review
2.3 Summary of Literature Review
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Method
3.2 Research Design
3.3 Research Sample
3.4 Measuring Instrument
3.5 Data Collection
3.6 Data Analysis
3.7 Expected Result
CHAPTER FOUR
DATA ANALYSIS AND RESULTS
4.1 Data Analysis
4.2 Results
4.3 Discussion
CHAPTER FIVE
SUMMARY AND RECOMMENDATIONS
5.1 Summary
5.2 Recommendations for Further Study
References
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CHAPTER ONE
INTRODUCTION
In the past, huge sums of government money have been siphoned through the processes of contract awards. A major thrust of this administration therefore, is the acceptance of Procurement Reforms Act as a tool for embracing transparency, competition, fairness, integrity, openness and value for money in the procurement reforms Act and seek the support of all governance for the implementation of the scheme in various ministries and government parastatals.
The researcher intends to analyze on procurement reforms Act as a tool for cost savings and accountability in Kaduna Refining Petrochemical Company (KRPC) considering the several abuses to rules and standards in the award and execution of contracts. These abuses are in the form of over-invoicing, inflation of contract costs, proliferation of white elephant projects, poor project delivery, overpayment as well as manipulations of the processes leading to the award of contracts.
The Kaduna Refining and Petrochemical Company is in the business of refining Crude oil into valuable petroleum and petrochemical products and manufacturing and packaging products efficiently. And the way and manner in which procurement practices are carried out is of great concern to the researcher.
The edifice is a process plant designed to run steadily with minimum operating costs so as to make profit. In order to achieve this notable objective, it is imperative that replenishment drives are made to ensure that operational spare parts are readily available in the warehouse.
Since over seventy percent (70%) of the company’s expenditure is in the area of materials procurement. It is with this realization in mind that several efforts have been made by both corporate and the subsidiaries management to control and regulate materials management activities, especially in the area of procurement of materials in order to save cost and enhance company’s operations. In this project the terms procurement and purchasing would be used interchangeably.
The researcher developed interest to write on this topic because of personal interest in procurement reforms act and persona interaction with some staff who work in the procurement department under the umbrella of material management department (MMD) in Kaduna Refining and Petrochemical Company (KRPC).
The researcher got an insight into the procurement activities of the company the company and the problems facing them and therefore feels that it would be of great benefit to the company to conduct a detailed study into its purchasing departments with the aim of identifying the problems and after necessary suggestions toward the solution of such problems for effective and efficient operations of the company, Kaduna Refining and Petrochemical Company (KRPC).
The Material Management Department (MM) of the KRPC Ltd operates in an integrated form to make materials available in the warehouses because the spare parts are stored.
“JUST IN CASE” for timely maintenance intervention or as the need may arise.
However, KRPC has taken a back seat in the implementation of the provisions of the Procurement Refining Act. Also, the statement of the general problem is the non-adoption of the Procurement Refining Act in KRPC Ltd.
And over the years there have been incessant cases where critical material needed for maintenance intervention and other requests, are either over-stocked, under-stocked or out of stock. The scenario depicts the existence of procurement deficiencies in the area of planning, replenishing, coding and inventory control which affects plant sustainability in KRPC Ltd. Besides 2008 annual stock taking in KRPC revealed the available materials to the value of N8 billion which could be used for other purposes.
The study is geared towards achieving the following objectives:
The benefits derivable under this study can be seen below:
The scope of this research work shall be limited to Kaduna Refining and Petrochemical Company particularly the department under the umbrella of material management department.
The researcher also aimed at analyzing the procurement reform act as a tool for cost savings and accountability in KRPC.
Also, comparative notes shall be made where necessary with other department within KRPC.
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THE IMPACT OF ARTIFICIAL INTELLIGENCE ON PROJECT MANAGEMENT
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
Different industries are employing technology with the aim of improving efficiency and effectiveness while enabling management to be dependable, secure, and acquiescent. Integration of human capabilities and technical systems has resulted in enhanced performance and motivated culture with everyone being involved hence ensuring continuous improvement (Munir, 2019). Integration of technology and human capabilities has also been applied in project management. Project management is characterized by three pillars (Andrew Edkins, 2017):
The world is currently undergoing a lot of changes with technology continuously being evolved with an aim of improving people’s life. Technological advancement has made what seemed impossible in the last decade a part of today’s life. Issues that were difficult and complex have now become simple although other areas have also become increasingly complex. It is worth noting that every profession is subject to the dynamism resulting from technological advancement.
AI acts to augment human capabilities. This article studies the role of artificial intelligence in project management including its application in project management while investigating the benefits of integrating AI in project management. In addition, it examines how AI facilitates excellence in the field of project management.
AI has various tools including Chatbots, Stratejos, ZiveBox, Rescoper, ClickUp, Clarizen, and PolyOne which assist project managers in handling differing tasks (Lahmann, Keiser, et al., 2018). For instance, they help the manager in composing the project team as well as in assigning roles and responsibilities to individual team members(Butt, 2018). AI tools are also helpful in ensuring project managers effectively manage and adhere to deadlines. There are numerous benefits that project managers draw from the use of artificial intelligence. First, AI provides support to project managers. This is because it eases the burden and pressure of project management through the application of machines. AI is also helpful in providing project managers with accurate of results since the tasks performed using AI do not have mistakes and errors (McCarthy, 2007). In addition, the use of AI helps project managers with insight and strategizing. For example, an AI tool is able to suggest alternative or additional steps to project managers who are handling very difficult projects. In addition to helping project managers in performing the above tasks, it also enhances effectiveness and efficiency hence increasing project managers’ productivity through enhancing their creativity while adding to their emotional intelligence (Abduh & Soemardi, 2002).
1.3 Statement of the problem
The world is currently undergoing a lot of changes with technology continuously being evolved with an aim of improving people’s life. Technological advancement has made what seemed impossible in the last decade a part of today’s life. Issues that were difficult and complex have now become simple although other areas have also become increasingly complex. It is worth noting that every profession is subject to the dynamism resulting from technological advancement.
1.3 Significance of the study
The essence of the study is because the technological field is dynamic and there has much development in the project management field. Given the importance of the tasks performed by project managers, it is important that such tasks be performed efficiently and effectively (Vesma, 2009). With technological advancement, a number of technological innovations have been developed to aid project managers in this respect based on (Anastasi et al., 2011). As such, this study aims at analyzing how AI helps managers.
1.4 Objectives of the study
1. To understand the impact of artificial intelligence on project management
2. To understand the relationship between artificial intelligence and project management
1.5 Research Questions
1. What is the impact of artificial intelligence on project management
2. What is the relationship between artificial intelligence and project management
1.6 Research Hypothesis
H0: There is no relationship between artificial intelligence and project management
H1: There is a relationship between artificial intelligence and project management
1.7 Gap in literature
That this study failed to identify the major risks regarding application of AI in project management is its major gap which introduces some risks for the field. Today’s machines have become increasingly agile to an extent that they are adapting real-time without need for programming as far as some works are concerned according to (Salini et al., 2015). On the other hand, (Munir, 2019) states that machines are mow more efficient, they are able to analyze more data and provide more accurate results compared to humans.
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THE EFFECT OF CONTRACT PLANNING ON CONSTRUCTION PROJECT PERFORMANCE
ABSTRACT
This study examines contract planning on construction projects from clients’ perspective and its effects on performance. The objectives are to determine the contract planning practices applied in the Nigerian construction industry, assess the awareness and usage of contract planning tools and techniques applied by clients on construction projects, evaluate factors affecting contract planning practices on construction projects and determine its effects on performance of construction projects. A questionnaire survey administered to a sample of 120 construction professionals and client representatives selected by stratified random sampling from the population of clients in Owerri construction industry is used and analyzed using inferential and descriptive statistics, and finally spearman ranked correlation test was use to evaluate the results. The findings of this study reveals that only about eight (8) of the evaluated contract planning tools and techniques are mostly used by clients, which are; work breakdown structure, site layout, plan, risk management plan, human resource plan, method statement, cost management plan, plant schedule, material schedule, and labour schedule. However, it also reveals their level of use and the factors affecting contract panning practices, finally the results shows that contract planning from clients’ perspective has a significant effect on construction project performance in terms of cost savings, project delivery time, quality, scope of the project and clients satisfaction. The study recommends contract planning practices as a means for maximizing and improving the performance of construction projects.
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Ashworth, Hogg, and Higgs (2013) described the construction industry as one of the most important sectors of the economy, which integrates a wide variety of skilled and unskilled professionals. These professionals engage in the provision of goods and services ranging from construction, alteration, refurbishment to repairs of building and civil engineering structures. All these professionals work together under various types of contractual agreements to actualize the client’s brief and deliver the project. Each construction project is unique and has its main objectives are outlined by the client based on project circumstances. Amongst the most common objectives of any successful project are deliveries at the right time, within authorized cost and meeting the envisaged quality standards (Love 1998). Construction projects, like all others, are not risks free and thereby can result to financial loss. Construction risks are events that generally influence any or all of the project objectives. Risk events could either be positive in terms of opportunities or negative in terms of threats to either or the entire project objectives (Hillson 2002).
Significant proportions of factors impeding project performance in the construction industry are traceable to actions and inaction of principal stakeholders in the sectors. One aspect where stakeholders have failed in its responsibilities relates to contract planning. Contract planning According to Simmons (2007), refers to the process of systematically and efficiently managing contract creation, execution and analysis for maximizing operational and financial performance and minimizing risk. Contract planning processes are the activities/steps taken during contract planning, this is divided into two (2) phases PMT (2006) which are the pre-contract planning and post-contract planning on clients perspective and contractors perspective, but in the cause of this project we will be looking at the clients perspective, The research literatures in construction project management is replete with concerns about poor or ineffective contract planning (Idoro, 2009; Idoro, 2012; & Dalibi, 2016). Most countries in the Middle-East and some part of Africa do not utilize project planning and management techniques in the delivery of construction projects (Sayegh, 2008; Laryea & Hughes, 2009). Ashworth (2007) reported that the use of formal contract planning and management techniques in the UK construction industry is low. The result culminates in project failures, incessant claims for variations, huge financial losses and sometimes results in bankruptcy of Clients and Contractors Ashworth (2007).
Several academic and professional literatures have developed in the field of effective contract planning and management within construction contexts. The degree of application of contract planning and management techniques by contractors especially, was found to differ in various construction industries across the globe (2008). Against this literature gap therefore, this study is conducted to evaluate the effect of construction contract planning on project performance in Imo State.
1.2 Problem Statement
Contract planning in construction projects is bedeviled with chronic inefficiencies that influence the performance of project delivery. These protracted outcomes are a result of two possible concern, low awareness and usage, and exogenous and endogenous factors influencing contract planning. Ashworth (2007) reported that the use of formal contract planning and management techniques in the UK construction industry is low. The result culminates in project failures, incessant claims for variations, huge financial losses and sometimes results in bankruptcy of Contractors Ashworth (2007). This situation is more prevalent in redevelopment projects due to the inevitable problems of unexpected additional work, excessive requirements and scope management issues, project funding not aligned with project plans, delay, structural failure, cost overrun, etc. (Naaranoja & Uden, 2007). These problems or uncertainties, among others, increase the project risk and make their management crucial if success is desired. Several projects in the housing and road sub-sectors across Nigeria have witnessed huge investment of public and private funds without commensurate result expended. This huge expenditure and apparent failure in the primary objectives of the project led to complaints, probe panels and subsequent abandonment of the project. According to Obi (2014), the rate at which project delays, failures, cost overruns and abandonment are experienced on many projects handled by indigenous building contractors and clients in Imo State Nigeria is quite alarming.
A successful project is a project that has been completed on schedule, within budget, scope and satisfied the required quality (Allan 1991, 2004; Hatush & Skitmore 1997; Doloi 2007). Projects that do not deliver the required value they promise and of course do not realize their original objectives are all failed projects, in other words for a project to fail one or all of these component time, cost and quality have failed (Frank 2011).
1.3 Research Questions
1. What are the contract planning practices applied in the construction industry?
2. What is the level of awareness and usage of contract planning practices in the construction industry?
3. What are the factors affecting contract planning practices on construction projects?
4. What are the effects of contract planning practices to construction projects performance?
1.4 Aim and Objectives of the Study
The aim of the study is to investigate the effects of contract planning on construction project performance, and the objectives are:
1. To determine contract planning practices applied in the construction industry.
2. To assess awareness and usage of contract planning practices in the construction industry.
3. To examine the factors affecting contract planning practices
4. To evaluate the effect of contract planning practices to construction project performance.
HOW TO RECEIVE PROJECT MATERIAL (S)
After paying the appropriate amount (#5,000) into our bank Account below, send the following information to any of the numbers below
08068231953, 08137701720, 09070569307, 08154275408 (1) Your project topics
(2) Email Address
(3) Payment Name
OR you drop them on our WhatsApp, 08137701720
We will send your material(s) after we receive bank alert
BANK ACCOUNTS
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 0046579864
Bank: GTBank.
OR
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 3139283609
Bank: FIRST BANK
FOR MORE INFORMATION, CALL:
08068231953, 08137701720, 09070569307, 08154275408
]]>ATTENTION:
BEFORE YOU READ THE ABSTRACT OR CHAPTER ONE OF THE PROJECT TOPICS BELOW, PLEASE READ THE INFORMATION BELOW.THANK YOU!
INFORMATION:
YOU CAN GET THE COMPLETE PROJECT OF THE TOPIC BELOW. THE FULL PROJECT COST N5,000 ONLY. THE FULL INFORMATION ON HOW TO PAY AND GET THE COMPLETE PROJECT IS AT THE BOTTOM OF THIS PAGE. OR
YOU CAN CALL: 08068231953, 08137701720, 09070569307, 08154275408
WHATSAPP US ON: 08137701720
APPLICATION OF LEAN PRINCIPLE IN NIGERIA PACKAGING INDUSTRY
(CASE STUDY OF A BREAD FACTORY, NSUKKA, ENUGU STATE)
ABSTRACT
The immediate impact of the economic downturn and challenging market condition on small and medium scale enterprises (SME) is an urgent demand to implement the effective resource utilization and processing system that will improve productivity. Effective adaptation to the highly competitive environment entails integrating different thought concepts and inventive ideas into the SME processes to reduce manufacturing costs, wastes and improve quality. This paper explores the use of lean concept in SME to improve productivity by reducing operator motion distances, processing time and cost of energy supply. The project reviewed productivity improvement opportunities in Campus bread factory Nsukka using lean principle. The problems in the existing layout were carefully delineated through direct observation of production processes and detailed work study. The resulting data were analyzed to enable the proposal of pertinent modifications in the process. When compared with the existing methods, the new developed method revealed at least 15.62% reduction opportunity in the distance travelled by the operator and decreased the process time by 13.09%. The results also showed that 35.99% reduction of cost of power generation is achievable. A new layout is proposed based on the research realities.
TABLE OF CONTENTS
CERTIFICATION PAGE
DEDICATION
ACKNOWLEDGEMENT
ABSTRACT
TABLE OF CONTENTS
INTRODUCTION
REVIEW OF RELATED LITERATURE
CHAPTER THREE
DATA COLLECTION PRESENTATION AND ANALYSIS
CHAPTER FIVE
5.1 CONCLUSION
5.2 DISCUSSION
5.3 REFERENCES
CHAPTER ONE
1.0 INTRODUCTION
Lean principle is closely related to productivity as good implementation of the methodology translates to improvement in productivity. The mantra of lean concept generally is that the same thing can be achieved using fewer people and lesser resources. This implies that people and resources can be redeployed to create even more value. Its applicability to small and medium scale enterprise (SME) is investigated in this study. An example SME namely; Campus bread factory is used as case study. Bread is a popular stable food in Nsukka in particular and most parts of Nigeria in general. Freshly processed and baked bread is enjoyed by all and sundry since it commands good aesthetic appeal and tastes well. In addition, bread is one of the most ubiquitous foods to get your hands on in time of breakfast. However, bread industry is witnessing unprecedented spate of increase in competitive environment and demand for its products owing mostly to the emergence of new local foods within and around Nsukka. Even though the optimal resource and product mix for maximum profit in bread baking business has been reported (Okolie et al., 2013), there is still no corresponding increase of investors in the industry to cater for the upsurge in its demand. Hence the increasing cost of its major raw materials coupled with the need to improve the productivity of the business in Nsukka municipality necessitates a complementary study to the work of (Okolie et al., 2013). This places great emphasis on better material handling measures and productivity improvement of bread factories. Customer’s demand must be met to sustain their goodwill and this ought to be done with least expenditure on inputs, without sacrificing quality and with minimum wastage of resources. From the foregoing, the bread industry should as a matter of necessity embrace the application of lean concept as an antidote for all forms of wastage in their product cycle. This step will ultimately increase productivity of the enterprise through a proper utilization of man, machine, material and money (MMMM). Lean Thinking represents one of the newest schools of thought in manufacturing since the first presentation of the concept of lean manufacturing in the book “The Machine That Changed the World” (Womack and Daniel, 2003). Lean packaging practice has been described as an integrated system that is intended to maximize the performance of the production and delivery processes in providing customer value while minimizing waste (Waston et al., 2011). Performance dimensions are measured by conformance to quality standards, costs, and variability in processing times and delivery reliability. Previous authors posit that a good means of appreciating lean concept is to view it as a collection of tips, tools, and techniques (i.e. best practices) that have been proven effective for driving waste out of the manufacturing process (Micietova, 2011). Some of the many benefits of lean concept are summarized in figure 1. Researchers have presented estimates of the values of the variables of figure 1 (Micietova, 2011). Lean production has been reported to be in direct contrast with the mass system of production where the major emphasis is on economies of scale that came from making large quantities of items in a batch and queue mode (Weigel, 2000). Lean production facilities may not necessarily be equipped with bulky machinery as in mass production facilities (Micietova, 2011). Instead, it utilizes compact, movable, and easily set up machines. The most important consideration of lean production is that the practices can work synergistically to create a streamlined, high quality system that produces finished products at the pace of customer demand with little or no waste (Shah and Ward, 2003). Some of the obstacles to adopting lean principle
The lean packaging system abides closely to the following five principles:
1.1 BACKGROUND OF THE STUDY
Lean manufacturing or packaging is an operating concept with associated strategies and tactics. Its objectives are: 1) an elimination of anything and everything that doesn’t add value to the end-product; and 2) an increase in product quality (or at least the maintenance of a specified level of quality). “Lean manufacturing” is a phrase coined quite recently; even so, the adjective “lean” has since been appended to a variety of services in addition to a variety of disciplines. In regard to the latter, the phrase, lean packaging, has come into vogue. Terminology notwithstanding, packaging historically has pursued lean principles.
Packaging inherently adds value. In fact, packaging is indispensable for the values known as the four utilities: possession, form, time, and place. In other words, packaging allows consumers to possess products, in the desired form, at the consumer’s desired time, and in the consumer’s desired place. Lean principles can’t logically advocate for the elimination of packaging, but can—and should—advocate for the elimination of overpackaging. What constitutes overpackaging can be subjective. That’s why the analysis should be made in an application-specific context; that is to say, the minimum amount of packaging should be utilized in the fulfillment of the requirements of a given application. That packaging philosophy, while completely consistent with the concept of lean, predates its emergence by decades.
Another packaging concept that’s consistent with lean but predates it is the unit load concept, which recognizes that the movement of a quantity in order to get it from point A to point B should be achieved with the least number of handlings, consistent with limitations imposed by material handling equipment, transportation mode, storage conditions, etc. It adds no value to handle a quantity multiple times when the same result can be had with fewer handlings. Packaging has levels: primary (i.e. a bottle), secondary (i.e. a corrugated shipper), and tertiary (i.e. a unit load). It’s unquestionably lean to handle a unit load rather than to individually handle primary packages, or to individually handle secondary packages.
Lean operations share much in common with sustainability, so much so that the objectives of the former can’t be achieved without residual benefits to the latter. It couldn’t be otherwise, since the elimination of waste and the attainment of targeted outputs from the consumption of fewer resources are at the core of both lean and sustainability. The environment has been a factor in the management of packaging and in packaging-related decision-making for decades prior to the introduction of the phrase, sustainable packaging. Both sustainable packaging and lean packaging are latter-day concepts but their defining characteristics have been components of the discipline of packaging for much longer.
For its entire existence, the discipline of packaging has advanced lean principles by increasing quality for the consumer. A packaged product comprises two components—product and packaging—and an increase in the quality of either component increases the quality of the whole, namely the packaged product. Packaging increases quality through its functions: protection, communication, and convenience/utility. All other factors being equal between two competing packaged products, the one that’s better protected is of greater quality. The same is true relative to the packaged product that’s the better communicator, ditto regarding the one that provides the better levels of convenience/utility. The quest to increase quality for the consumer through packaging drives innovations in materials, containers, components, and features. That’s been the case since the birth of the packaging discipline, with competitive pressures having been an ever-increasing constant.
The objectives of lean (eliminating waste and increasing quality) are subject to the variables of time, costs, and efficiency, with emphasis on small, continuous improvements; however, even the most grizzled veterans among us can’t claim to remember a time when the accepted philosophy was to ignore the aforementioned objectives, variables, and improvements. To the contrary, for generations on end, the ability to deliver quality more timely, at less cost, and at greater efficiency has been acknowledged as the path to a competitive advantage. That’s what packaging-related projects have long been about, not only in the picking of the low-hanging fruit, but in efforts that qualify as long-term projects. When a packaging line is configured (or reconfigured) for streamlined operations, that’s an example of lean. When a packaging machine delivers faster speeds, or occupies a smaller footprint, or embodies diagnostics and controls that don’t require a worker who’s highly technical (and more expensive, wage-wise), those, too, are examples of lean.
The objectives of lean, themselves, are not new, but the tools that have become associated with achieving those objectives are newer, at least in name. There have been companies that long have been about rooting out the causes of defects and eliminating them, even if those efforts didn’t go by the name of Six Sigma. There have been companies that long have been about continuous improvements through teamwork, even if those efforts didn’t go by the name of Kaizen. And there have been companies that long have been about optimizing inventory carrying cost, even if those efforts didn’t go by the name of JIT (Just-In-Time). Regarding JIT, it’s packaging’s protective capabilities that allow shipments to go straight from the receiving docks (without inspection or storage) to the plant floor where they are fed into the operations. In short, whatever the lean tool, packaging has to be included, because packaging is such an integrated component of operations, whether we’re talking about manufacturing or processing.
1.2 PURPOSE OF THE STUDY
Lean is a management philosophy in how to handle resources. The purpose of Lean is to identify and eliminate all factors in a production process that don’t create value for the end customer. Simply put, it is about creating more value for less work. Lean contributes to customizing and improving operational efficiency in an organization, with the goal to reduce lead-time. The principles of Lean date back to the beginning of the 1900s where they started out as an inspiration to a production system adapted for mass production. Since then, the philosophy has had a rapid development and now covers a holistic approach on how an operation can be optimized from top to bottom.
1.3 OBJECTIVE OF THE STUDY
The main objective of this work is to adopt a principle that will reduce waste in bread producing facctory. An average company will waste a significant amount of resources. In cases where the manufacturing process is outdated the level of waste can be close to 90%. At the end of this work, student involved will be able to understand how Lean Manufacturing processes can improve:
1.4 SIGNIFICANCE OF THE STUDY
Lean production reduces waste and the costs involved in stock, therefore improving profits. However, the business will need to build a good relationship with the supplier because they will be reliant upon them. if they are not this could lead to a bad reputation and damaged brand image.
The benefits in material handling when lean manufacturing procedures are deployed include fewer moves of material, shorter travel distances in the warehouse and simpler picking routes in the warehouse. These also contribute to savings in inventory and improvements in quality.
By using smaller lots, the inbound and outbound queues are smaller. This reduces the inventory required to be in the queue and therefore the inventory level overall.
Smaller lots mean that any quality issues that arise can be dealt with at the time of manufacture. In manufacturing processes with larger lot sizes, quality issues may not be identified until late into the process and can be costly to correct, both in time and resources.
Improvements in material handling, inventory, and quality all lead to a more successful manufacturing operation. If items are produced on time and delivered to a customer by the delivery due date, customer satisfaction will increase. The same is true if the items sent to the customer are of a higher quality standard. This will reduce the incidence of repairs, returns, and customer complaints.
Ultimately, your lean manufacturing processes need to support your company in delivering its customers with what those customers want, when those customers want it – and accomplish that by reducing costs. That is not only the definition of optimized supply chain but the principle at the core of lean manufacturing.
Whether you are investigating lean manufacturing as a support tool in order to cut waste from your operational processes – or you are looking at Six Sigma for the same reason, you need a program that isn’t just a one-off project, but a change in the way of life at your company. If you’re hoping that lean manufacturing will become a panacea that will fix all your company’s ills – then you’ll need to understand that lean manufacturing isn’t just about fixing one aspect of your shop floor.
A process-oriented change means an evolutionary shift in the way your business operates. Understanding that is your first step to a successful shift toward lean.
1.5 ADVANTAGES OF THE STUDY
1.6 STATEMENT OF PROBLEM
1.7 RESEARCH QUESTIONS
Core consideration questions for companies applying in Lean principles implementation include:
HOW TO RECEIVE PROJECT MATERIAL (S)
After paying the appropriate amount (#5,000) into our bank Account below, send the following information to any of the numbers below
08068231953, 08137701720, 09070569307, 08154275408 (1) Your project topics
(2) Email Address
(3) Payment Name
OR you drop them on our WhatsApp, 08137701720
We will send your material(s) after we receive bank alert
BANK ACCOUNTS
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 0046579864
Bank: GTBank.
OR
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 3139283609
Bank: FIRST BANK
FOR MORE INFORMATION, CALL:
08068231953, 08137701720, 09070569307, 08154275408
]]>ATTENTION:
BEFORE YOU READ THE ABSTRACT OR CHAPTER ONE OF THE PROJECT TOPICS BELOW, PLEASE READ THE INFORMATION BELOW.THANK YOU!
INFORMATION:
YOU CAN GET THE COMPLETE PROJECT OF THE TOPIC BELOW. THE FULL PROJECT COST N5,000 ONLY. THE FULL INFORMATION ON HOW TO PAY AND GET THE COMPLETE PROJECT IS AT THE BOTTOM OF THIS PAGE. OR
YOU CAN CALL: 08068231953, 08137701720, 09070569307, 08154275408
WHATSAPP US ON: 08137701720
APPLICATION OF LEAN PRINCIPLE IN NIGERIA PACKAGING INDUSTRY
(CASE STUDY OF A BREAD FACTORY, NSUKKA, ENUGU STATE)
ABSTRACT
The immediate impact of the economic downturn and challenging market condition on small and medium scale enterprises (SME) is an urgent demand to implement the effective resource utilization and processing system that will improve productivity. Effective adaptation to the highly competitive environment entails integrating different thought concepts and inventive ideas into the SME processes to reduce manufacturing costs, wastes and improve quality. This paper explores the use of lean concept in SME to improve productivity by reducing operator motion distances, processing time and cost of energy supply. The project reviewed productivity improvement opportunities in Campus bread factory Nsukka using lean principle. The problems in the existing layout were carefully delineated through direct observation of production processes and detailed work study. The resulting data were analyzed to enable the proposal of pertinent modifications in the process. When compared with the existing methods, the new developed method revealed at least 15.62% reduction opportunity in the distance travelled by the operator and decreased the process time by 13.09%. The results also showed that 35.99% reduction of cost of power generation is achievable. A new layout is proposed based on the research realities.
TABLE OF CONTENTS
CERTIFICATION PAGE
DEDICATION
ACKNOWLEDGEMENT
ABSTRACT
TABLE OF CONTENTS
INTRODUCTION
REVIEW OF RELATED LITERATURE
CHAPTER THREE
DATA COLLECTION PRESENTATION AND ANALYSIS
CHAPTER FIVE
5.1 CONCLUSION
5.2 DISCUSSION
5.3 REFERENCES
CHAPTER ONE
1.0 INTRODUCTION
Lean principle is closely related to productivity as good implementation of the methodology translates to improvement in productivity. The mantra of lean concept generally is that the same thing can be achieved using fewer people and lesser resources. This implies that people and resources can be redeployed to create even more value. Its applicability to small and medium scale enterprise (SME) is investigated in this study. An example SME namely; Campus bread factory is used as case study. Bread is a popular stable food in Nsukka in particular and most parts of Nigeria in general. Freshly processed and baked bread is enjoyed by all and sundry since it commands good aesthetic appeal and tastes well. In addition, bread is one of the most ubiquitous foods to get your hands on in time of breakfast. However, bread industry is witnessing unprecedented spate of increase in competitive environment and demand for its products owing mostly to the emergence of new local foods within and around Nsukka. Even though the optimal resource and product mix for maximum profit in bread baking business has been reported (Okolie et al., 2013), there is still no corresponding increase of investors in the industry to cater for the upsurge in its demand. Hence the increasing cost of its major raw materials coupled with the need to improve the productivity of the business in Nsukka municipality necessitates a complementary study to the work of (Okolie et al., 2013). This places great emphasis on better material handling measures and productivity improvement of bread factories. Customer’s demand must be met to sustain their goodwill and this ought to be done with least expenditure on inputs, without sacrificing quality and with minimum wastage of resources. From the foregoing, the bread industry should as a matter of necessity embrace the application of lean concept as an antidote for all forms of wastage in their product cycle. This step will ultimately increase productivity of the enterprise through a proper utilization of man, machine, material and money (MMMM). Lean Thinking represents one of the newest schools of thought in manufacturing since the first presentation of the concept of lean manufacturing in the book “The Machine That Changed the World” (Womack and Daniel, 2003). Lean packaging practice has been described as an integrated system that is intended to maximize the performance of the production and delivery processes in providing customer value while minimizing waste (Waston et al., 2011). Performance dimensions are measured by conformance to quality standards, costs, and variability in processing times and delivery reliability. Previous authors posit that a good means of appreciating lean concept is to view it as a collection of tips, tools, and techniques (i.e. best practices) that have been proven effective for driving waste out of the manufacturing process (Micietova, 2011). Some of the many benefits of lean concept are summarized in figure 1. Researchers have presented estimates of the values of the variables of figure 1 (Micietova, 2011). Lean production has been reported to be in direct contrast with the mass system of production where the major emphasis is on economies of scale that came from making large quantities of items in a batch and queue mode (Weigel, 2000). Lean production facilities may not necessarily be equipped with bulky machinery as in mass production facilities (Micietova, 2011). Instead, it utilizes compact, movable, and easily set up machines. The most important consideration of lean production is that the practices can work synergistically to create a streamlined, high quality system that produces finished products at the pace of customer demand with little or no waste (Shah and Ward, 2003). Some of the obstacles to adopting lean principle
The lean packaging system abides closely to the following five principles:
1.1 BACKGROUND OF THE STUDY
Lean manufacturing or packaging is an operating concept with associated strategies and tactics. Its objectives are: 1) an elimination of anything and everything that doesn’t add value to the end-product; and 2) an increase in product quality (or at least the maintenance of a specified level of quality). “Lean manufacturing” is a phrase coined quite recently; even so, the adjective “lean” has since been appended to a variety of services in addition to a variety of disciplines. In regard to the latter, the phrase, lean packaging, has come into vogue. Terminology notwithstanding, packaging historically has pursued lean principles.
Packaging inherently adds value. In fact, packaging is indispensable for the values known as the four utilities: possession, form, time, and place. In other words, packaging allows consumers to possess products, in the desired form, at the consumer’s desired time, and in the consumer’s desired place. Lean principles can’t logically advocate for the elimination of packaging, but can—and should—advocate for the elimination of overpackaging. What constitutes overpackaging can be subjective. That’s why the analysis should be made in an application-specific context; that is to say, the minimum amount of packaging should be utilized in the fulfillment of the requirements of a given application. That packaging philosophy, while completely consistent with the concept of lean, predates its emergence by decades.
Another packaging concept that’s consistent with lean but predates it is the unit load concept, which recognizes that the movement of a quantity in order to get it from point A to point B should be achieved with the least number of handlings, consistent with limitations imposed by material handling equipment, transportation mode, storage conditions, etc. It adds no value to handle a quantity multiple times when the same result can be had with fewer handlings. Packaging has levels: primary (i.e. a bottle), secondary (i.e. a corrugated shipper), and tertiary (i.e. a unit load). It’s unquestionably lean to handle a unit load rather than to individually handle primary packages, or to individually handle secondary packages.
Lean operations share much in common with sustainability, so much so that the objectives of the former can’t be achieved without residual benefits to the latter. It couldn’t be otherwise, since the elimination of waste and the attainment of targeted outputs from the consumption of fewer resources are at the core of both lean and sustainability. The environment has been a factor in the management of packaging and in packaging-related decision-making for decades prior to the introduction of the phrase, sustainable packaging. Both sustainable packaging and lean packaging are latter-day concepts but their defining characteristics have been components of the discipline of packaging for much longer.
For its entire existence, the discipline of packaging has advanced lean principles by increasing quality for the consumer. A packaged product comprises two components—product and packaging—and an increase in the quality of either component increases the quality of the whole, namely the packaged product. Packaging increases quality through its functions: protection, communication, and convenience/utility. All other factors being equal between two competing packaged products, the one that’s better protected is of greater quality. The same is true relative to the packaged product that’s the better communicator, ditto regarding the one that provides the better levels of convenience/utility. The quest to increase quality for the consumer through packaging drives innovations in materials, containers, components, and features. That’s been the case since the birth of the packaging discipline, with competitive pressures having been an ever-increasing constant.
The objectives of lean (eliminating waste and increasing quality) are subject to the variables of time, costs, and efficiency, with emphasis on small, continuous improvements; however, even the most grizzled veterans among us can’t claim to remember a time when the accepted philosophy was to ignore the aforementioned objectives, variables, and improvements. To the contrary, for generations on end, the ability to deliver quality more timely, at less cost, and at greater efficiency has been acknowledged as the path to a competitive advantage. That’s what packaging-related projects have long been about, not only in the picking of the low-hanging fruit, but in efforts that qualify as long-term projects. When a packaging line is configured (or reconfigured) for streamlined operations, that’s an example of lean. When a packaging machine delivers faster speeds, or occupies a smaller footprint, or embodies diagnostics and controls that don’t require a worker who’s highly technical (and more expensive, wage-wise), those, too, are examples of lean.
The objectives of lean, themselves, are not new, but the tools that have become associated with achieving those objectives are newer, at least in name. There have been companies that long have been about rooting out the causes of defects and eliminating them, even if those efforts didn’t go by the name of Six Sigma. There have been companies that long have been about continuous improvements through teamwork, even if those efforts didn’t go by the name of Kaizen. And there have been companies that long have been about optimizing inventory carrying cost, even if those efforts didn’t go by the name of JIT (Just-In-Time). Regarding JIT, it’s packaging’s protective capabilities that allow shipments to go straight from the receiving docks (without inspection or storage) to the plant floor where they are fed into the operations. In short, whatever the lean tool, packaging has to be included, because packaging is such an integrated component of operations, whether we’re talking about manufacturing or processing.
1.2 PURPOSE OF THE STUDY
Lean is a management philosophy in how to handle resources. The purpose of Lean is to identify and eliminate all factors in a production process that don’t create value for the end customer. Simply put, it is about creating more value for less work. Lean contributes to customizing and improving operational efficiency in an organization, with the goal to reduce lead-time. The principles of Lean date back to the beginning of the 1900s where they started out as an inspiration to a production system adapted for mass production. Since then, the philosophy has had a rapid development and now covers a holistic approach on how an operation can be optimized from top to bottom.
1.3 OBJECTIVE OF THE STUDY
The main objective of this work is to adopt a principle that will reduce waste in bread producing facctory. An average company will waste a significant amount of resources. In cases where the manufacturing process is outdated the level of waste can be close to 90%. At the end of this work, student involved will be able to understand how Lean Manufacturing processes can improve:
1.4 SIGNIFICANCE OF THE STUDY
Lean production reduces waste and the costs involved in stock, therefore improving profits. However, the business will need to build a good relationship with the supplier because they will be reliant upon them. if they are not this could lead to a bad reputation and damaged brand image.
The benefits in material handling when lean manufacturing procedures are deployed include fewer moves of material, shorter travel distances in the warehouse and simpler picking routes in the warehouse. These also contribute to savings in inventory and improvements in quality.
By using smaller lots, the inbound and outbound queues are smaller. This reduces the inventory required to be in the queue and therefore the inventory level overall.
Smaller lots mean that any quality issues that arise can be dealt with at the time of manufacture. In manufacturing processes with larger lot sizes, quality issues may not be identified until late into the process and can be costly to correct, both in time and resources.
Improvements in material handling, inventory, and quality all lead to a more successful manufacturing operation. If items are produced on time and delivered to a customer by the delivery due date, customer satisfaction will increase. The same is true if the items sent to the customer are of a higher quality standard. This will reduce the incidence of repairs, returns, and customer complaints.
Ultimately, your lean manufacturing processes need to support your company in delivering its customers with what those customers want, when those customers want it – and accomplish that by reducing costs. That is not only the definition of optimized supply chain but the principle at the core of lean manufacturing.
Whether you are investigating lean manufacturing as a support tool in order to cut waste from your operational processes – or you are looking at Six Sigma for the same reason, you need a program that isn’t just a one-off project, but a change in the way of life at your company. If you’re hoping that lean manufacturing will become a panacea that will fix all your company’s ills – then you’ll need to understand that lean manufacturing isn’t just about fixing one aspect of your shop floor.
A process-oriented change means an evolutionary shift in the way your business operates. Understanding that is your first step to a successful shift toward lean.
1.5 ADVANTAGES OF THE STUDY
1.6 STATEMENT OF PROBLEM
1.7 RESEARCH QUESTIONS
Core consideration questions for companies applying in Lean principles implementation include:
HOW TO RECEIVE PROJECT MATERIAL (S)
After paying the appropriate amount (#5,000) into our bank Account below, send the following information to any of the numbers below
08068231953, 08137701720, 09070569307, 08154275408 (1) Your project topics
(2) Email Address
(3) Payment Name
OR you drop them on our WhatsApp, 08137701720
We will send your material(s) after we receive bank alert
BANK ACCOUNTS
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 0046579864
Bank: GTBank.
OR
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 3139283609
Bank: FIRST BANK
FOR MORE INFORMATION, CALL:
08068231953, 08137701720, 09070569307, 08154275408
]]>BEFORE YOU READ THE ABSTRACT OR CHAPTER ONE OF THE PROJECT TOPICS BELOW, PLEASE READ THE INFORMATION BELOW.THANK YOU!
INFORMATION:
YOU CAN GET THE COMPLETE PROJECT OF THE TOPIC BELOW. THE FULL PROJECT COST N5,000 ONLY. THE FULL INFORMATION ON HOW TO PAY AND GET THE COMPLETE PROJECT IS AT THE BOTTOM OF THIS PAGE. OR
YOU CAN CALL: 08068231953, 08137701720, 09070569307, 08154275408
WHATSAPP US ON: 08137701720
AN INVESTIGATION INTO THE CAUSES OF DELAY IN LARGE CONSTRUCTION PROJECTS IN NIGERIA
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
In the construction industry, the term delay is used to describe the time overrun of a project beyond the officially agreed completion time due to causes by the parties in the contract, who are the, employer, contractor and the consultant (Msafiri, 2015). Project delays are a common problem not only with an immeasurable cost to society, but also with debilitating effects to the contracting parties (Ondari & Gakera, 2013). Project delays are a reoccurring problem and have negative impacts on project success in terms of time, cost, quality and safety (Knight, Hurst & Farahani, 2009).
Currently, construction accounts for a large percentage of the annual gross domestic product (GDP). However, the growth in the construction industry has influenced the country’s economic development. As observed in developed countries, construction is considered unique in that it can stimulate the growth of other industrial sectors. Hence to consider growth of the construction industry in terms of its contribution to GDP in isolation is somewhat misleading in that, to do so understates the crucial role played by the construction industry .Therefore, improving construction efficiency by means of cost effectiveness and timeliness would certainly contribute to cost saving for the country as a whole. Efforts directed to cost and time effectiveness were associated with management issues. If delay is well mitigated and managed, it would act as capacity building in the growth of the small and medium contractors.
According to Abedi et al., (2011), eight hundred and forty five of Kick starter top projects in the USA missed their targeted delivery dates. Jonathan and Arditi(2001), studied 50 most funded projects around the USA and found that out of the studied projects; only 8 out of the 50 met their set deadlines. Successful execution of projects and keeping them on time and within budget depends on effective planning and scheduling right from the beginning. High levels of experience and accurate time and cost estimating are necessary to plan a project effectively (Keane & Caletka, 2008). Chan & Kumaraswamy (1998), studied projects delays in Hong Kong.
They observed that for projects to be deemed as having been successfully delivered, they should be on time, within budget and expected quality, otherwise lack of any of these is deemed a project delay. An investigation by Odeyinka &Yusif (2010) shows that seven out of ten projects surveyed suffered delays. There are many factors that contributed to causes of delays in construction projects. These range from factors inherent in the technology and its management, to those resulting from the physical, social, and financial environment. Delays can give rise to disruption of work and loss of productivity, late completion of project, increased time related costs and third party claims and abandonment or termination of contract. Delays are costly and often result in disputes and claims. Therefore, mitigation measures will minimize or avoid the adverse consequences of delays in construction projects (Abedi et al., 2011).
According to Ahmed et al. (2002), delays can be grouped in the following four broad categories according to how they operate. The four categories include: excusable or non-excusable delays, excusable compensable delays or non-compensable delays, concurrent delays or non-concurrent delays and critical or non-critical delays. Each of these categories of delay is defined by how they operate contractually.
According to studies on projects in Ghana by Fugar & Agyakwah (2010), indicate that project financing, economic and natural material supply are the major causes of project delays. Akinsiku & Akinsurile (2012) while studying projects in Nigeria indicate that some of the factors that influence project delays include poor contractual management, slow or delayed project approval processes by project stakeholders change in laws and regulations, poor communications and contractual problems among others.
Kikwasi (2012), studied causes of project delays in Tanzania. He classified the causes of project delays according to material related delays, design related delays, equipment related delays, project related delays, contractor related delays, and consultant related delays and external related delays as the most common and highly rated factors influencing delays in projects. Assaf et al. (1995) summarized main causes of delay in large building and construction projects in Saudi Arabia and classified causes of project delays into contractual factors, organizational factors,
client factors, external related factors and project factors. With each of this they identified approval of shop drawings, delays in payment to contractors, slow decision making and executive bureaucracy in owner’s organizations among others as the most important causes of delay. According to Ayudhya (2011) delays in construction may be caused by the client, the contractor, the consultants, acts of God, or a third party and they may occur early or late in the job.
When projects experience delays, timelines are extended and rate of work is increased to try and beat the deadlines. This then results in poor quality of projects, increased costs incurred, little or no return on investment, inability to meet project need, legal issues arising between parties or total abandonment of the project. This brings about distrust between parties, dissatisfaction and sometimes broken work relationships.
1.1.1 Project Delays in Nigeria
In Nigeria, construction projects are referred to as part of the main pillars contributing to economic growth. Delays in Nigerian construction projects are said to be a common and re-occurring phenomenon and are experienced in any-sector that delivers services through project constructions (Msafiri, 2015). The government of Nigeria and its developing partners continue to allocate huge financial resources to finance development. However the benefits intended for the developments are partly or never realized due to un-successful project implementations. Specific, research undertaken to investigate what ails construction projects in Nigeria especially in the public sector provides insights to what is said to be the major causes of project delays including poor planning, poor quality and risk measures, poor communication and poor stakeholder involvement (Kagiri & Wainaina, 2008).
According to KNBS (2012), the construction industry contributed 3.8%, 4.1%, 4.3%
and 4.1% towards Gross Domestic Product (GDP) for the years 2008, 2009, 2010 and 2011 respectively. This is an average of 4.1% as compared to the 10% for the developed economies. KNBS (2012) attributes delay of Nigerian projects to various factors including financial constraints and political influence, poor bidding and awarding processes among others.
In Nigeria, construction projects continue to experience delays hence never taking off (Mbaluka & Bwisa, 2013). Project management procedures are said to guide managers on how to manage project resources efficiently ensuring delivery. Pre project activities comprising of planning, designing, estimating, negotiating, purchasing, scheduling, controlling and accounting should be done carefully before embarking on any project development activities to ensure elimination of project delays .According to a report done for African Development Bank to its board of directors on its projects portfolio, the biggest delay facing its projects is the approval process delay (Gohou & Soumare, 2010).
Talukhaba (1999), in his study of Nigerian high-rise projects observed that factors that cause project delays are associated with the project participants, the process and the environment of project implementation. He further described the effects of each of these factors on the projects and their implications on the same. Some of the described effects include cost overruns, time overruns and the legal issues arising due to delay. In summary, one can conclude that the main problem with Nigerian construction industry is related to client erratic payment, architects instructions, improper planning, clients’ instruction, climatic related factors such rock, underground water and rain, design changes, slow decision making and executive bureaucracy.
1.2 Statement of the problem
The success of a construction project is critically affected by the capacity of the implementing firms, design variations, nature of the contract and stability of the economic environment. However there seems to be no agreement among scholars and practitioners as to the nature of the causes of delays in construction projects. There also seems to be lack of consensus as to the principal causes of delays in public construction projects. For instance, Aibinu et al (2002) argue that the main cause of delay is poor planning. According to Frimpong (2003), poor risk management is to blame while Karimi (1998) argues that lack of experience and intellectual ability among contractors as the main reason. Other causes that have been highlighted include; poor organizational culture (Kagiri, and Wainaina 2008)
poor government policy guidance (Karimi, 1998). In Nigeria, more than 40% of all project failures leading to litigation arise from delays in project completion (Kagiri, and Wainaina, 2008).
The increase in project delays in the construction industry is hurting the economy because it results in wastage of resources, enhanced costs of projects and frustration among customers, yet construction is one of the principal sectors that can revitalize economic growth in Nigeria. Investment in construction projects and related infrastructure and services has multiple direct and indirect effects. It triggers forward and backward linkages through additional investment in manufacturing of building material, transport and government (GOK, 2001). Unfortunately, delays in large construction projects particularly buildings, will continue to plague the construction industry in the foreseeable future unless strategic measures are taken by the industry. The government may lack sufficient mitigating measures to address the problem. Although much has been done in identifying the factors that influence projects delay in large construction projects in Nigeria, the industry still experiences delays (Alaghbari & Salim 2007). This is attributed to the fact that there is still lack of information for the effective mitigation of delay. This study therefore seeks to contribute to these attempts by others in identifying further the causes of delay in large construction projects in Nigeria and then come up with strategies to mitigate such delays.
1.3 Aim of the Study
The rationale of this evaluation is: (a) to appraise the major causes of delay in large construction projects in terms of the impact on the parties involved. (b) to minimize the delays by improving the functionality of management of projects within the construction industry.
1.4 Objectives of the Study
1.4.1 General Objective
The overall objective of this study is to determine the causes of delays in the completion of large construction projects in Nigeria and find solutions to this problem.
1.4.2 Specific Objectives
The specific objective is of the study are:-
i. To identify the causes of delays in the completion of large construction projects in Nigeria.
ii. To analyze how finance causes delays on the completion of large construction projects in Nigeria.
iii. To analyze the influence of design variation on delays in the completion of large construction projects in Nigeria, and
iv. To develop a strategy to mitigate delays in the completion of large construction projects in Nigeria.
1.5 Research Questions
The study sought to answer the following research questions:
i. What are the causes of delays in the completion of large construction projects in Nigeria?
ii. What is the effect of finance on delays in the completion of large construction projects in Nigeria?
iii. What is the influence of design variation on delays in the completion of large construction projects in Nigeria? and
iv. What strategy can be developed to mitigate delays in the completion of large construction projects in Nigeria?
1.6 Justification of the Study
This study will provide insights that reveal the factors influencing project delays in Nigeria with an aim of enabling project delivering organizations become more knowledgeable of the factors hence looking into ways that can minimize project delay. With this, project delivering organizations shall maintain productivity and sustainability by identifying, acquiring and adequately implementing measures that prevent delays in projects hence leading to improved delivery.
The study sought to highlight the important factors accounting for the delays in large construction projects. In this way, the study findings will contribute to the universe of knowledge regarding the initiation, planning, execution and termination of construction. This knowledge is important especially to the construction industry which is constantly looking for better ways to complete projects on time, within costs and agreed- upon performance parameters. An understanding of the key causes of delays will play an important role in the ways large projects are conceptualized, planned and executed.
This study will also be important to the government in formulation of construction industry policies and the way these policies are implemented. An informed policy provides useful guidelines to the industry which minimizes project failures, reduces risks and severally enables order in the construction industry. This study will also benefit other stakeholders such as;
Contractors: The results of this study will be of great importance to any individual involved in project construction and implementation since it will give them an insight on the factors that influence project delays in Nigeria.
Developers: The results of this study will be of great importance to the owners of the project since it will give them an insight on how effectively projects can be implemented and delivered without experiencing delays caused by the identified factors.
Scholars: The results of this study will be of great importance to scholars since it shall provide insight on the factors influencing project delays in Nigeria hence enable them attain informed information on the same.
This study also intends to spawn practical and theoretical further research questions that can become useful study basis for future researchers. Study findings should be considered as a contribution in the debate about how to improve the efficiency and effectiveness in the construction industry particularly with regard to scheduling and cost management.
1.7 Definition of Terms
Delay: Akinsiku & Akinsulire (2012), define delay as a pervasive phenomenon in construction project delivery. According to Aibinu & Jagboro (2002), delay can be defined as a situation in which a project contractor and project owner jointly or separately fail to meet their end of the bargain in project completion.
Construction Delays: Assaf et al. (2008) defined delay as the time overrun compared to completion date as specified in a contract, or beyond the date that the parties agreed upon for delivery of a project. Majid & McCraft (2009) defined delays as the time overrun beyond the contract date or the date that the critical activities have been delayed.
Contract Delays: Akinsiku & Akinsulire (2012) define contract delays as delays that are caused by inability of a contractor to proceed with the project diligently or efficiently due to lack of or as a result of inadequate resources needed to perform work on a project.
Finance: Finance, related delays are said to be delays that are concerned with financial characteristics. Some of these characteristics include cash flow problems, financial constraints among others (Ibironke. Oladinrin, Adeniyi & Eboreime, 2013).
Organization: Organizational factors that contribute to project delays are said to be factors that are as a result of organizational activities, processes and guidelines. Organizational related delay factors are said to be influenced mainly by the organization’s operations hence the influence of factors coming from this on projects (Frimpong, Oluwoye & Crawford, 2003).
Concurrent delays: Delays caused by both parties in the contract.
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INCREASING PRICE IN HOUSING MATERIALS AND ITS EFFECT ON HOUSING SUPPLY
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
The dream of each Nigerian citizen is to own his own house (Alhwish, 2010). However, economic Problems began to arise in Nigeria some years ago that have made this dream very difficult to achieve. These problems are complicated, so each specialist in the field of housing and construction holds a unique opinion regarding the main causes of the problems. The main obstacle that consumers face at present is the drastic increase in housing and construction prices in the mega cities of Nigeria. The present study focuses specifically on housing and construction in Abuja.
Nigeria’s main source of revenue is the production of oil. Now that Nigeria’s federal capital territory is receiving a great influx of residents, construction and housing has become the country’s major field in the country’s economy after the oil field Badran (2012).
The growth of this field has come with a sudden rise in the prices of construction and housing, especially in Abuja. This increase has been so problematic that “The prices of construction materials are the next crisis of the Nigerian real estate market” (Alhwish, 2010). The causes of these high prices have yet to be investigated, and they could be numerous and intertwined.
1.2 STATEMENT OF THE PROBLEM
The demand for more construction of all types, coupled with a tight income supply has provided the construction industry with a big challenge to high cost of housing and building construction.This substantial increase has brought disinvestment in the construction industry and added investment risks. One of the main problems of the construction and housing industry may be attributed to the influence of the country’s main industry, oil. Badran (2012) observed, “Expectations of rising prices of building materials are in line with the rise of oil.” As the oil price increases it creates more problems, and these problems, in turn, increase the construction and housing prices even more. Therefore, the relationship between high oil prices and problems in the housing and construction industry is positive (directly proportional).
Other challenges include the high demand for development of public works projects, such as schools, hospitals, and infrastructure, the high demand for housing and construction by Nigerian citizens, The Low supply of housing (Nigeria economic survey, 2012).The manipulation and monopoly of suppliers of cement, steel and other construction materials, Corruption in monitoring government projects, The existence of a black market ,The high inflation of rate, Contractors who are taking projects beyond their capacity, the Speculative purchase and corruption in selling undeveloped lands.
1.3 AIM AND OBJECTIVES
The aim of this study is investigate on the factor that leads to high cost of housing construction in Nigeria.
The objectives of the study are as follows:
1.4 RESEARCH QUESTIONS
The following are the research Question that will guide the study:
1.5 SCOPE AND LIMITATION OF THE STUDY
The scope of this research is limited to investigation of essential factors that lead to high cost of housing construction and proffering solutions on how to reduce construction cost in Nigeria.
The study is limited to projects in the F.C.T Abuja Nigeria because there is easy access of information in the Abuja by the researcher.
Target respondents for this study are the principal actors in the construction industry namely: the Client, the Consultant and the Contractor.
The present study is about the current situation in Abuja, Nigeria. In addition, the study is focus only on residential buildings (houses and apartments).
1.6 PURPOSE OF THE STUDY
Nigeria suffers from deep problems that underlie housing and construction
Companies, so this thesis aspires to reveal the main hidden factors of these problems. One of the reasons is population growth. Specifically, the average age in Abuja is a mere 18years. Moreover, Nigeria’s population growth rate is 2.90 % (Central Department of Statistics and Information, 2012). Oil prices also seem to be an enormous factor, because a higher oil price will make everything else cost more, such as transportation of personnel, shipping of materials, manufacturing and so on. Another factor is the underlying economic problems, such as inflation. In addition, government projects, such as subsidized schools and hospitals that help to cover the high population growth, seem to be contributing to higher prices. Likewise, a greater number of projects for public works might be another factor.
The aforementioned factors, among others, have led to a 200% increase in the housing construction cost.
1.7 RESEARCH HYPOTHESES
By examining the literature, the researcher has extracted the factors that could be behind the high cost of housing construction prices. The analysis of these factors has been conducted using a survey. The following factors have been identified and the main hypothesis is that they all contribute to the rise in housing construction cost.
1) Rise in Oil Prices: The increase in world oil demand in the past ten years, nearly 50 percent increase, led to the rapid increase in oil prices.
2) High Demand for Housing Construction: This category includes high demand from, a) Nigeria’s citizens, b) government housing projects and c) government public projects.
3) Low Housing Supply: This category includes the increase of annual demand for housing units and the low supply of housing units.
4) Speculative Purchase of Undeveloped Lands: This category includes corruption in the selling process of undeveloped lands.
5) High Inflation Rate: This category includes the continuous increase in construction materials regarding the inflation factor.
6) Other Factors, such as: the absence of government’s role in monitoring prices, corruption in monitoring government projects, and contractors who take projects beyond their capacity.
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After paying the appropriate amount (#5,000) into our bank Account below, send the following information to any of the numbers below
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(2) Email Address
(3) Payment Name
OR you drop them on our WhatsApp, 08137701720
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Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 0046579864
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OR
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 3139283609
Bank: FIRST BANK
FOR MORE INFORMATION, CALL:
08068231953, 08137701720, 09070569307, 08154275408
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