martSQuickTime™ and a

decompressorare needed to see this picture.

A construction productivity magazine Issue 1

CPCF Fund$250m

Benefits of Self-Compacting Concrete

Project Management @ Resorts World Sentosa

P 1 • CEO’s Message

P 2 • Interview with Senior Minister of State for

National Development and Education, Ms Grace Fu

P 4 • $250 million Construction Productivity and

Capability Fund (CPCF) launched at BCA Annual Awards

P 7 • Productivity Drive in Resorts World Sentosa

P 10 • A Learning Expedition in Japan on

Improving Construction Productivity

P 12 • Introduction on the

Productivity Improvement Project (PIP)

P 13 • Productivity Improvement Scheme:

Self-Compacting Concrete

P 14 • The Mechanisation Credit (MechC) Scheme

Inside Back Cover • Contact Information for

CPCF Schemes and Course Listings

Chief Editor: Jeanna Das Sub-editors: Tan Chee Kiat Letchimi PalanisamyAssociate Editor: Leong Ee Leng Contributors for this issue: Ng Kam Leong Zeng Han JunEu Hui Ling Resorts World @ Sentosa Project Team Build Smart is published bimonthly by: Building and Construction Authority5 Maxwell Road, #16-00 Tower Block MND Complex Singapore 069110Tel: 6325 7720 Fax: 6325 4800Website: http://www.bca.gov.sg

We would like to hear from you if you would like to share any best practices and latest technologies that could improve construction productivity. Please email us at bca_enquiry@bca.gov.sg

Written permission must be obtained from BCA to reproduce any part of Build Smart.

Printed on environmentally friendly paper

Contents

QuickTime™ and a decompressor

are needed to see this picture.

CEO’s MessageDear Readers,

Welcome to Build Smart, the first issue of BCA’s dedicated magazine on all things relating to construction productivity.

Indeed, while it is not a new idea, “productivity” is the new buzzword that is at the top of our economic agenda these days. Why the renewed interest?

Singapore has been experiencing good economic growth in the last few decades, largely based on manpower capacity. In order to achieve sustained and inclusive growth, Singapore needs to grow based on skills, innovation and productivity. The government is targeting 2% to 3% productivity growth per year for the next decade. The construction sector is among the twelve sectors identified with productivity-based growth opportunities to help sustain our economy. Hence, this presents an opportune time for change.

Out of the $1 billion National Productivity Fund, the construction sector has been allocated one quarter ($250 million), through the Construction Productivity and Capability Fund (CPCF). This fund is targeted at helping construction firms in three key areas: Manpower development and skills upgrading, technology adoption as well as capability building. Now that we have the funds for our sector, what can we do to improve construction productivity?

Firstly, the Building and Construction Authority (BCA) has mapped out a productivity framework to manage the entire spectrum of services and schemes that would be of assistance to you. We have also formed a new Construction Productivity Centre.

With a dedicated team of account managers, the Centre will provide client servicing to you, our construction firms, to ensure that, regardless of size, you are able to embark on

your productivity journey. The Centre will also guide you on capitalising on schemes that would aid your business process.

To further help our construction firms in building up their capability, we have conceived this new magazine to showcase leading firms, best practices and the latest technology that could be adopted to boost productivity along the whole construction value chain. ‘Build Smart’ aims to help everyone in the design and construction process to work smart and at the same time achieve improvements in productivity.

In this inaugural issue, we bring you an interview with Ms Grace Fu, Senior Minister of State for National Development and Education. She will share with us her thoughts on challenges and opportunities open to the construction sector. In the last few months, BCA brought some of the industry firms overseas to Japan and Australia to learn from these countries their best practices.

Along with those key learning points, you will also get to read about firms who have employed productive methods which have yielded benefits, and about technologies and equipment that have demonstrated labour and time savings. We hope these will serve as good benchmarks when you plan your productivity journey.

It has been said that thoughts become actions. If you are ready to shape your thoughts, with a willingness to explore, learn, and attempt new and innovative ways of improving productivity, BCA is here to help.

So start the productivity journey with us today.

Dr John Keung

Contents

Issue 1 2010 1

Could you share with us the Government’s emphasis on productivity and how it impacts the construction sector? I see much potential in improving the productivity levels of the construction sector, as this is a sector which is important to the economic development of Singapore. We cannot always expand our construction sector by simply getting more foreign workers to do the job. While we recognise the contributions of these foreign workers, we cannot allow its numbers to grow indefinitely, due to their demand for housing and recreational space in land-scarce Singapore, and the social disamenities that can arise.

For the construction sector, the Government has committed $250 million out of the $1 billion National Productivity Fund to set up the Construction Productivity and Capability Fund (CPCF) for manpower development, technology adoption and building new capabilities. This is not a small sum of money. Companies should take the opportunity to move away from the “business-as-usual” mode and look hard into ways to enhance construction productivity.

Could you share your takeaways from your trip to Japan? The trip was very insightful. While our local conditions and consumers’ preferences are different from those in Japan, there are several learning points which we would study further.

I observed that the Japanese builders are open to trying different approaches in improving productivity on-site, including the adoption of technology. They are able to use engineering solutions to modify their construction and prefabrication methods to suit the needs and design requirements of different building projects.

The “Design and Build” procurement model is common in Japan. This enables the builders to develop innovative construction technology which could be incorporated into the early stages of design to attain ease of construction, reduce wastage and improve productivity. The Japanese builders also place great emphasis on project planning and detailed scheduling of various construction activities, and have developed various IT tools to achieve higher productivity.

The Japanese construction workforce is highly skilled and experienced. The safety awareness and professionalism of the workers are positive characteristics which have enabled their industry to achieve higher productivity.

In addition, the level of precast construction is very high, and the precision of installation and quality control is excellent. Dry construction trades are also widely adopted for the Japanese building projects which result in clean and neat worksites.

What are your views on improving construction productivity?I believe the issues concerning construction productivity are multi-faceted, and need to be looked at holistically - at the worker, firm and industry levels.

The Government has embarked on a new national productivity drive to transform our economy for sustained growth in the long term. The National Productivity and Continuing Education Council (NPCEC), chaired by Deputy Prime Minister Teo Chee Hean, has set a national target of 2% to 3% productivity growth per year for the next decade. How does this affect the construction sector and what can we do to overcome the challenges ahead?

Senior Minister of State for National Development and Education, Ms Grace Fu shares her thoughts on the national productivity drive and how the construction industry could move ahead in the next decade.

Workers’ LevelTo improve productivity, we must upgrade the construction workforce at all levels. At the tradesmen level, we have introduced incentives for training and upgrading the skills level of both our local and foreign workers.

We recognise that the construction industry is unique and that foreign workers will continue to form the bulk of the workforce at the construction sites. Notwithstanding, we must aim to build up a core group of experienced and skilled workers to lead the industry, and improve productivity. This is why we have included a new tier in the foreign worker levy framework to differentiate the more experienced and higher skilled workers from the rest.

At the Professionals, Managers, Executives, Technicians (PMET) level, we have enhanced the Built-Environment Scholarship programme, and introduced new postgraduate scholarships to build up the capabilities of our professionals. Firms can also apply for the new immersion programme scheme, to send their employees for specialised overseas project immersions and acquire new skills/expertise.

Firm LevelWe have introduced incentive schemes such as the Mechanisation Credit (MechC) and Productivity Improvement Projects (PIP) to encourage our contractors and subcontractors to mechanise and adopt new technology. They can also work together to innovate and re-engineer their construction processes, and upgrade their productivity levels.

Industry LevelWe will need to review our construction processes and procurement models to better integrate the entire construction value chain. We need to look at tried and tested methods, and adopt new approaches to move the industry forward. Higher levels of funding support will be provided under the PIP, if projects have potential for wider adoption at the industry level.

Another initiative to better integrate the value chain is the use of the Building Information Modelling (BIM), which can facilitate information dissemination across the different segments of the construction industry and achieve more efficient design and construction. Globally, the construction business is embracing the use of BIM to achieve a quantum leap in productivity. BIM is one of the technologies supported under the CPCF, and BCA will be setting up a Centre for Construction IT to help the industry move towards the adoption of BIM.

What is your vision for improving construction productivity? I believe the time is right for the construction industry to relook at the way things are done with a fresh perspective. Improving construction productivity will require the efforts of all players in the entire construction value chain. Each has an important role and can contribute towards the transformation of the industry.

Interview with Senior Minister of State for National Developmentand Education, Ms Grace Fu On Improving Productivity in the Construction Sector

2 Issue 1 2010

At every stage of a project, we must explore how we can make our processes more productive: from the point of development intent by the developer, the conceptualisation of the design by the architect, the detailed structural design by the engineer, down to the construction, installation, and even beyond, to the maintenance and upkeep of the building.

The Government is committed to improving construction productivity.

What is NPCEC?To champion national productivity initiatives, the National Productivity and Continuing Education Council (NPCEC) was formed earlier this year to oversee the productivity movement at the sectoral and enterprise levels. Chaired by DPM Mr Teo Chee Hean, it will also develop a comprehensive Continuing Education and Training (CET) system, and foster a culture of productivity and upgrading in Singapore. The 19-member council, with government, union and industry representatives, will work closely to study and identify the fundamental issues affecting productivity, and ultimately develop appropriate productivity enhancing strategies for the respective sectors.

关于全国生产力与延续教育理事会

为倡导全国提高生产力，政府在今年初设立了全国生产力与延续教育理

事会 (National Productivity and Continuing Education Council)， 视察个别

领域和企业的提高生产力方案。由副总理张志贤领导的全国生产力与延

续教育理事会也将发展一个完善的延续教育和培训系统 (CET)，并培养我

国提升生产力和技能。这个由19名政府、工会和工业代表成立的理事会

将紧密合作并探讨影响生产力的关键因素和课题，最终为各别工业领域

制定适当的策略，提升它们的生产力。

Beyond the $250 million CPCF, we will also review our procurement processes to see how we can incorporate designs which facilitate productive construction methods. We are keen to explore how the buildability framework can be further used to achieve higher productivity.

Improving construction productivity is a long journey. We must all play our part to achieve higher productivity in the construction sector to support our future economic growth.

政府推行了新的全国生产力策略，推动经济转型以确保我国经济得于长期取得持续增长。由副总理张志贤领导的全国生产力与延续教育理事会(NPCEC)已经拟定目标，把接下来十年的年增长率定为百分之2到3。这将如何影响我国的建筑业？我们该怎样应付迎面而来的挑战？

国家发展部兼教育部高级政务部长傅海燕分享了对我国全面提升生产力的策略的看法。她也对针对建筑业接下来十年的发展方向提出看法。

您能否与我们分享政府着重提升生产力的方针，以及它将如何影响建筑业的发展？我认为提升建筑业生产力的潜力很大，因为建筑业是推动新加坡经济发展的一个重要领域。。我们不能单靠不断引进外籍劳工来扩展建筑业。我们在认同这些外劳的贡献的同时，不能任由外劳人数无止尽地增加，因为他们对住屋和消闲空间的需求将随着增加，从而对土地面积有限的新加坡造成压力。另外，外劳人数增多也可能引起社会问题。

政府将从总额10亿元的全国生产力基金拨出2.5亿元设立建筑生产力和能力基金(CPCF)来协助建筑业发展人力资源、采纳新科技和扩大公司能力。这不是一笔小数目。建筑公司应该抓紧机会转型，摒弃过去的运作模式，并竭尽所能实践提升建筑生产力的方法。

请您跟我们分享这次到日本考察当地建筑业的心得.这次考察的经验非常深刻。尽管新加坡的客观环境和消费者喜好和日本当地迥然不同，仍有许多值得我们进一步探讨学习的地方。

我观察到日本的建筑业者愿意采用不同的方法提升建筑工地上的生产力，包括使用科技。他们有能力使用工程方案改进建筑和预制安装的方法，以适应各别建筑工程的设计和需求。

日本普遍采纳“设计和营造”的采购模式。这个模式让建筑业发展新颖的建筑科技，并将它溶入初步的设计中。这么一来就能简化建筑工程、减少浪费和提升生产力。日本的业者也非常注重工程策划和各种建筑活动的具体排期，并且发明了各种资讯科技工具以取得更高的生产力。

日本建筑劳工队伍的技术高超且经验丰富。他们的安全意识和专业知识是协助当地建筑行业取得高生产力的因素。

此外，当地的预制建筑技术水平非常高，其装置的精准度和素质管理都非常杰出。日本的建筑工程也大量采纳干式施工，因此当地的工地都能维持干净和整洁。

您对怎么提升建筑业生产力有何见解？我相信有关建筑业生产力的课题是多层面的。我们必须从员工、公司和工业这三个层面着手，全面探讨这个课题。

员工层面

我们必须提升建筑业各阶层人员的技能以提高生产力。针对技师，我们实施了一系列的优惠措施，协助本地以及外籍劳工进行培训与提升技能。

我们认同建筑业是个特殊的行业，而外籍劳工将继续是建筑工地主要的劳动队伍。 尽管如此，我们还是必须建立一个核心团队，由这些有经 验和技术的人员带领建筑业，进而提升生产力。有鉴于此，我们在征收外籍劳工税方面，设立了新的组别，以进一步区分熟练和非熟练员工。

针对专业人士、经理、执行员和技师，我们也加强了建筑环境奖学金计划，并且新增了硕士研究生奖学金。这将提升建筑专才的专业能力。此外，公司也可以申请加入新的浸濡计划，将员工送往国外的特殊建筑工程实习并获取新的技术及专门知识。

公司层面

我们推出奖励计划如“机械使用奖励”和“提升工程项目生产力计划”以鼓励我国的建筑承包商和分包商进行机械化并采纳新科技。他

们也可以合作研发及对他们的建筑程序进行再设计，并提高他们的生产力水平。

工业层面

我们必须检讨我们的建筑程序和采购模式以更好地整合建筑价值链。我们必须探讨久经考验的方法并采纳新的途径以推助建筑业前进。如果工程项目具有被整个建筑业采纳的潜力，我们将在“提升工程项目生产力计划”下提高资助金额。

另一个整合价值链的方案是使用“建筑信息模型”(BIM)。这个模型可以在建筑业的个别部分传达及分布信息，从而取得高效率的设计和建筑程序。全球的建筑业正在大力使用“建筑信息模型”，其生产力因此大步跃进。“建筑信息模型”是建筑生产力和能力基金(CPCF)所资助的科技之一。建设局将成立建筑资讯科技中心协助建筑业者逐步采纳“建筑信息模型”。

您对提高建筑业的生产力有何愿景？我相信对建筑业来说，目前是适当的时机从崭新的角度重新检讨作业方式。要提升建筑业的生产力就必须靠整个价值链的所有业者共同努力。每个人都扮演着重要的角色，并且也能为建筑业的转型作出贡献。

我们必须在各个项目的每个阶段，检讨如何提升作业流程的生产力，包括从发展商提出发展计划、建筑师构思设计概念，到兴建与安装，甚至于到维修与管理建筑物。

政府将致力于提升建筑业的生产力。除了设立2.5亿元的建筑生产力与产能基 金之外，我们也会检讨我们的采购程序，研究如何运用更好的设计来提倡具生产力的建筑方式。我们也将积极探讨如何进一步采纳可建筑框架以取得更高的生产力。

要提升建筑业生产力并不是一朝一夕的事。这需要一段漫长的过程。大家必须竭尽本分，一同提升建筑业的生产力，推动我国未来的经济增长。

(Mandarin Translation)

(Continued from page 2)

Issue 1 2010 �

Schemes under the Construction Productivity and Capability Fund

Type of Fund What is Funded? How Much is the Funding? Who is Eligible?

(i) Workforce Development

Workforce Training and Upgrading

Cost of selected skills assessment and training courses for workers

• Up to 80% of the course/ training / skills assessment fees

Industry firms

BCA-Industry Built Environment Scholarship

Sponsorship of scholarship for undergraduate study in built environment courses

• 50% of the annual scholarship sum, capped at $7,000 for each scholar who is either a Singaporean or a Singapore Permanent Resident

Industry firms

(ii) Technology Adoption

MechanisationCredit (MechC)

Cost of purchasing or leasing of equipment that improves productivity of the specific work process by at least 20%

• Up to 50% co-funding for equipment purchase, capped at $20,000, whichever is lower

• Up to 50% co-funding for equipment leasing, capped at $5,000, whichever is lower

Contractors, specialist contractors & subcontractors

Productivity Enhancement Voucher (PEV)

Cost of engaging Knowledge Institutions (KIs) or external consultants to develop ideas to improve productivity of specific work process by at least 20%

• Up to 50% co-funding, capped at $20,000, whichever is lower

Contractors, specialist contractors & subcontractors

The Building and Construction Authority (BCA) is proactively driving the productivity movement in the construction industry. The launch of a $250 million Construction Productivity and Capability Fund (CPCF) to support the construction industry’s productivity improvement

and capability building echoes the move.

The CPCF covers three key areas: Workforce Development and Skills Upgrading; Technology Adoption; and Capability Building. It is designed to complement other regulatory changes such as the introduction of a new tiered foreign workers’ levy framework, the gradual reduction of the man-year entitlement quota, and the enhancement of BCA’s buildability framework.

$250 million Construction Productivity and Capability Fund (CPCF) launched at BCA Annual Awards

� Issue 1 2010

Productivity Improvement Project (PIP)

Cost of undertaking projects which involve the application of technology and re-engineering of work processes to improve productivity by at least 20%

• Up to 50% co-funding at firm & group level

• Up to 70% co-funding at industry level

Contractors and prefabricators

Building Information Modelling(BIM) Fund

Cost of adopting BIM technology into work processes

• Up to 50% co-funding for training & consultancy, capped at $7,000 per firm

• Up to 50% co-funding for consultancy & software/ hardware for a group of firms working on a project, capped at $70,000 per project

Design, consultancy and construction firms

(ii) Capability Development

Construction Engineering Capability Development

The programme includes:

Postgraduate Scholarship Incentive Sponsorship of scholarship for postgraduate courses in complex construction

Overseas Industry Immersion IncentiveCost of specialized overseas project immersions

Professional Engineer (PE) IncentiveCost of professional services to build up in–house construction engineering capabilities in complex construction projects

Design & Build (D&B) Project Opportunity Enhancement IncentiveCost of professional services, equipment and material for D&B complex construction projects

Specialist Consultant IncentiveCost of professional services for complex construction processes

Additional Construction Performance Bond (PB) IncentiveCost of additional construction performance bond for complex construction projects

• 60% co-funding, capped at $60,000 (overseas postgrad scholarship) & $30,000 ( local postgrad scholarship)

• 50% co-funding, capped at $25,000, per overseas industry immersion

• Up to 50% co-funding, capped at $120,000 per PE (up to 2 PEs per builder) over 3 years

• 50% co-funding, capped at $150,000 per project application

• 50% co-funding, capped at $350,000 per project application

• 50% co-funding, capped at $1.35 million per project application

Builders

*Firms applying for the funds above should be registered and operating in Singapore.

Issue 1 2010 �

Snippets from SMS Ms Grace Fu’s speech at the BCA Awards

Ms Fu also mentioned harnessing on information technology to better integrate the value chain in construction productivity such as the Building Information Modelling (BIM).

The BIM uses information technology to enable information dissemination across the different segments of the industry. Globally, the construction business is embracing the use of BIM to achieve a quantum leap in capability, competitiveness and productivity.

BIM is a 3D parametric technology that allows building professionals to perform digital modelling and visualisation before the building is being built. A US study has identified the widespread use of BIM as one of the five “breakthrough” opportunities that could improve US construction productivity. In Singapore, BIM is one of the technologies supported under the CPCF.

To support companies in embracing advanced IT solutions, BCA will be setting up a Centre for Construction IT at the BCA Academy this year. The Centre will test-bed advanced IT solutions for the construction industry, conduct outreach programmes, and support companies in their quest to tap on IT to enhance productivity.”

“At the company level, I urge leaders and managers to be proactive in tackling the challenges of achieving productivity improvements and staying ahead of competition. These are a few steps that companies can consider.

Firstly, companies can do a stock take and compute your value-added productivity levels.

Secondly, you can set your productivity targets and benchmark against your competitors, and map out your strategies to achieve these targets. Companies should avoid taking a ‘wait-and-see’ attitude.

Thirdly, you can engage BCA actively and tap on the Mechanisation Credit and Productivity Improvement Projects of the CPCF to purchase or lease equipment, and initiate studies to re-engineer processes respectively.

I would also encourage the different companies to partner and collaborate with your suppliers, for example, subcontractors with the main builders, builders with suppliers and installers, to explore ways to enhance productivity throughout the industry.”

Image courtesy of Laud Architects Pte Ltd

� Issue 1 2010

Teamwork and effective communication were integral in the successful completion of the Resorts World Sentosa (RWS). Tiong Seng partnered with Kajima Overseas Asia and formed the Kajima - Tiong Seng (KTS) Joint Venture. Together, they implemented several productive construction methods and technologies, and value engineering measures to meet tight deadlines for RWS.

It was an integrated project management system that involved RWS, consultants, designers and project managers, along with their prompt decision-making that facilitated a smooth workflow. For instance, at the initial stage of the project - given the vast basement area - the team eliminated skim coat to the soffit of the slabs, hence allowing them to complete the job faster. This was also made possible as all the parties communicated openly, resulting in quick decision making and positive results.

“All along we have been single minded about this – no distractions or excuses - and today, we are happy to say we marked the first milestone towards delivering that promise,” said Mr Lim Kok Thay, Chairman of Genting Group and Resorts World Sentosa.

“We were aware of the challenges of completing the project of this scale, timely, with high quality and safety. Therefore, value engineering and productivity drives are fundamental in achieving the objective. Hence, we planned in advance by using prefabricated unit baths, unitized facade, precast and use of advanced formwork systems for the project.”

- Mr Sugimoto Koji (left), Project Director of Kajima - Tiong Seng JV.

“Right at the beginning we committed ourselves to a short and quick turnaround time, be it providing information or seeking approvals. Our commitment was further enhanced as the client, consultants and contractors were housed next to each other at the project site. That saved us a lot of time, and as a result we were more productive.”

- Mr Foo Chai Yee (right) , Associate Director of DPA.

We bring you details on the successful and timely completion of the Resorts World SentosaResorts World Sentosa

Productivity Drive in

Issue 1 2010 �

Prefabricated Unit Bath (PUB) System Pre-casting of structural elements for construction is becoming popular and being widely used in government and private housing projects in Singapore. However, combining structural elements with Architectural Finishing, including Mechanical and Electrical provisions in one complete unit or system, is an innovative means of saving time and cost.

At RWS, two out of three hotels built by Kajima - Tiong Seng JV used the prefabricated unit bath system. Altogether, a total of 761 of these units were used. Prior to adapting the prefabricated unit bath system, several factors were taken into consideration:

• Overall dimensions and total number of typical sections of the bathroom.• Lead time for material delivery of architectural finishing.• Total weight and available cranage capacity.• Available storage area and other site and fabrication constraints.

Thanks to the prefabricated unit bath system, the project saved over 10,000 m2 of wet trade. This is equivalent to savings of 1,100 man-days!

Step 1: Mould Preparation, Casting and Demolding (Off-Site)

Step 2: Waterproofing and Waterponding Test

Step 3: Architectural Finishing and M and E Provisions

1

2

3

Value Engineering Measures • Prefabricated unit baths were used instead of in situ toilets wet trades.• Unitized facade system for external stones instead of mechanical fixing.• Precast structures were used in place of in situ structure for the superstructure of all three Hotels, Hotel Michael, Maxim Residences and Festive Hotel.• Fair face concrete finishing for slabs and retaining walls were used, this eliminated skimming and plastering works to slabs and walls. • Prefabricated steel structures replaced of conventional welded joints on site.

VALUE ENGINEERINGValue engineering is one of the key factors that contributed to this project’s success as it helped to save cost and time without compromising safety and quality of the development works. Several key value engineering measures were proposed by RWS contractors to enhance the productivity and buildability of the development.

Unit Bath Production

� Issue 1 2010

PRODUCTIVE CONSTRUCTION TECHNOLOGYSimilar to value engineering, the use of advanced construction technology plays a significant role in enhancing the productivity of building works in a project. Focused on productivity, manpower savings and speed, the following key technologies and methods were adopted:

• Advanced Integrated Formwork Systems enhanced productivity by 50% and reduced manpower by 30%.• Use of Mobile Protection Systems for construction over existing live operational monorail tracks as opposed to a conventional, fixed and fully covered protection system.• Integrated Precast with architectural and M&E provisions cast in and provided in all hotel room units.• ETFE roofing membrane system, which is quick and fast, is clipped on to the steel structures.

Issue 1 2010 �

The main challenges of the RWS project resulted from the multiple types of structural elements, large concrete volume and tight construction schedule. To meet the targeted deadline, Kajima - Tiong Seng JV opted for the Integrated Formwork system where different types of system formwork were identified for different types of structures.

The Wall Panel System is a typical assembled panel which comes with wall formworks, props and casting platform. A 6m x 25m length wall requires a four day cycle versus a 10-14 day cycle in conventional formwork.

The Mobile Protection Tunnel System is an innovative protection that makes it possible to work along the monorail while it was operational during the project. Due to its mobile characteristics, ease of assembly and dismantling, KTS benefitted with a 40% cost savings and 30% time saving, unlike the traditional means of assembling and reassembling, which is more laborious.

The Integrated Column Formwork system was used in Circular Columns ranging from 800mm to 1500mm in diameter.

• Integrated Column Formwork system: 1 day cycle per column (8-10 m2/man-day)• Traditional Column Formwork system : 3 days cycle per column (2-3 m2/man-day)

The ST 100 and Skydeck System are both used in heavy shoring and typical Flat Slabs areas. Since it was easy and flexible to assemble, the work was done quickly, and man-days were reduced by half. Instead of achieving the usual 20 square metre per man-day, they achieved a 40 square metre per man-day.

It was evident that the culmination of several key areas contributed to the success of RWS; from committed individuals open to new ways of enhancing productivity, technology and innovation, and coupled with excellent project management, it enabled the RWS team to deliver this massive project timely.

Issue 1 2010 �

A Learning Expedition in Japan on ImprovingConstruction Productivity

Use of prefabricated steel staircases speeds up installation and construction works.

Key Observations: • Japanese have attained higher levels of prefabrication and they are able to adapt and modify construction and prefabrication methods to suit different needs and design. They have also achieved a high degree of precision in precast construction. • Dry construction is entirely adopted for residential projects upon the completion of structural works. These include drywalls, raised floors and prefabricated bathrooms.• Shimizu has developed a very productive prefabricated system for the laying of M&E services in office buildings. Services are pre- assembled below the metal decking at ground level at site before being hoisted into position.• Simple floor layouts were implemented to reduce complexity of works and improve productivity.• Much emphasis is placed on project planning and detailed scheduling to reduce the need for rework in the construction process.• 3D and 4D modelling software were used to facilitate project planning and detailed scheduling of construction activities. Some builders even used CAD modelling to simulate construction processes, and compared them to actual site work. Continuous improvement is then made on site to reduce delays.• Most Japanese subcontractors work independently, and are well aware of their scope of work as well as that of other subcontractors. This reduces the need for management by main contractors.

Although it is common knowledge that Japan’s construction labour force is largely local due to limited access to foreign labour, a recent work trip to the country had our Singaporean

delegates realise that there are many ways to improve productivity at construction sites.

Many may not know that high labour costs and lack of access to foreign workers were driving forces that led Japanese builders to look at alternative methods of enhancing construction productivity. Today, thanks to their investment in advanced construction technology coupled by good site management, projects are delivered timely and within budget.

Besides visiting the Ministry of Land, Infrastructure, transport and Tourism (MLIT), the delegation led by SMS Grace Fu, also visited Shimizu Corporation, Kajima Corporation and Obayashi Corporation. These three contractors, together with Takanaka Corporation and Taisei Corporation, own at least 30% of the Japanese construction market. In addition to the Shimizu Institute of Technology, the delegation visited the following project sites:

• Shinonome Civil Servant Dormitory- Residential Building (Shimizu Corporation)• Akasaka K Tower – Office building (Kajima Corporation)• Atlas Tower – Residential Building (Kajima Corporation)• SkyTree Tower – Broadcasting (Obayashi Corporation)

10 Issue 1 2010

“Project Managers in Singapore are often busy with managing the subcontractors instead of focusing on improving the work process. The standard of the sub-contractors in Japan is much higher and they are able to self-manage the project.”- Mr Colin Tan, Senior Manager, Tiong Seng Contractors

Key Observations:• Focus design on improving project value throughout the project life cycle.• Ensure effective deployment of workers at site to maximise work efficiency and also allow training on the job (for new technologies).• Opt for dry walls in place of brick walls as it reduces wastage and overall costs.• Maintain a reliable choice of subcontractors to ensure high quality of works. By continuing to engage their services for other projects, an established client-contractor relationship enhances productivity, through familiarity of each other’s work processes. • Maintain a core group of established subcontractors, and to continuously include new subcontractors through a proper, detailed prequalification process.• Design & Build projects allow builders to be more involved in the early stages of a project, thereby improving upstream planning and downstream construction coordination. Firms should work on their architectural capabilities to facilitate more D&B projects locally.• Incorporate special design considerations to reduce construction time. • Facilitate piece-rate payment to workers to motivate them to improve productivity.• Retain good workers even at lull periods as they may be required in future projects.

Precast concrete column and concrete beams were connected using dry joints, hence there was no need for in situ concrete at the junction.

Issue 1 2010 11

The Productivity Improvement Project (PIP) is a scheme to encourage and facilitate Singapore-registered businesses to build up their capability, identify productive gaps and improve work processes so as to achieve greater site productivity gains.

The PIP Funds typically provides assistance through grants to cover a percentage of the qualifying cost of the project. The intent of the scheme is to encourage technology adoption, process re-engineering and innovative in construction projects. Maximum quantum for each project is listed below:

Level Funding SupportFirm Co-funding of 50% but capped at

S$100,000 per firmPrefabricator Co-funding of 50% but capped at

S$500,000 per application generallyGroup - A group of at least two unrelated companies

Co-funding of 50% but capped at S$500,000 per group

Industry - Led by a public agency with a group of at least two unrelated companies

Co-funding of 70% but capped at S$1 million per project

The Fund Administrator Productivity Improvement Project Ms Ng Geok KuanThe Building and Construction Authority5 Maxwell Road#16-00 Tower Block MND ComplexSingapore 069112Tel: 6325 5068Fax: 6325 4800Website: http://www.bca.gov.sg

Introduction on the Productivity Improvement Project (PIP)

Eligibility CriteriaTo be eligible, a business must satisfy the following conditions:

(a) All Singapore-registered business enterprises.(b) Project should involve innovation or significant improvement in products, processes and applications and lead to significant contribution in productivity improvement.(c) Project should develop new capabilities within the company and/or industry.(d) The deliverable of the project must aim to achieve improvement in site productivity (reduced cycle time, reduced manpower, higher yield, etc) by at least 20%.

Qualifying PeriodProject must not have commenced at the time of application and the project duration should preferably keep within 2 years.

ApplicationApplicants are advised to discuss the proposed project with BCA Officer prior to making a formal application. Formal applications must be made on prescribed application forms and sent to:

12 Issue 1 2010

Self-Compacting ConcreteManual compaction of concrete may just become a thing of the past when self-

compacting concrete (SCC) takes off here.

Common in Japan, SCC has yet to catch up in Singapore, as concrete produced for building works here mainly involves manual compaction with the use of mechanical vibrators. This is laborious, time-consuming and noisy. Generally, SCC is recommended over manual compaction as not only does it reduces these problems, but also produces concrete with greater consistency and better material properties.

In order to study the potential improvement to construction productivity with the use of self-compacting concrete, BCA will be collaborating with Environ Construction Co. Pte. Ltd., Singa Development Pte. Ltd., and Holcim in its first Productivity Improvement Project (PIP) on the use of self-compacting concrete at two residential construction sites, to study the potential improvement to construction productivity with its implementation. (Details below)

Self-compacting concrete (SCC) was

first developed in 1988 to achieve

durable concrete structures. It utilises a

careful mix proportioning constituent

materials to produce concrete that does

not require additional energy to achieve

compaction, without any segregation,

thus resulting in greater consistency

and reliability.

Benefits of SCC:• Eliminates the need for mechanical

compaction, thus saving on material

cost and manpower.

• Consistent and has enhanced

material properties.

• Greater flow rate of concrete mix

allows greater freedom (flexibility) in

structural shapes and design.

Productivity Improvement Scheme:

Method Indicators

Unit ofMeasurement

ConventionalMethod

Using Self-Compacting

Concrete

PercentageImprovement

Productivity manhours/m3 7.00 3.75 46%ManpowerSavings

man/m3* 7.00 5.00 29%

ApplicationDuration

hours/m3 1.00 0.75 25%

Noise Level decibels 95 75 21%

Table 1: A comparison between conventional concreting and self-compacting concrete methods

Demonstration of using SCC and traditional ready-mixed concrete.

n

What is Self-Compacting Concrete (SCC)

SCC requires one worker whereas ready-mixed concrete requires three workers.

* no of workers x hours worked

Issue 1 2010 1�

The Mechanisation Credit (MechC) Scheme

The use of machinery and equipment to replace manpower is key to reducing the reliance on foreign labour and improvement to productivity in the construction sector. The government has set aside a part of the S$250 million CPCF for various schemes to encourage

technology adoption.

One of these schemes is the Mechanisation Credit (MechC) scheme. The scheme provides assistance to Singapore-registered businesses to defray the cost incurred in technology adoption to achieve productivity gains for the construction projects.

For equipment purchases, the MechC scheme provides assistance through grants of up to 50% of the cost of equipment, or up to $20,000 - for the lower amount. As for leasing of equipment, the MechC scheme provides assistance with a grant of up to 50% of the leasing cost or up to $5,000 – also for the lower amount.

Wai Fong Construction Pte LtdWai Fong Construction is a civil engineering and general building contractor, established in 1993. From small-scale sub-contracting works, the company has widened its range of works and is involved in the construction of MRT stations and tunnel, LRT station, bridges, underpass, etc. We speak to Mr Jia Li Jun (center in picture), the General Manager of Wai Fong Construction, about his thoughts on the schemes by BCA.

Financial Indicators Contractor 1 Contractor 2Equipment Cost $100,000 $20,000

MechC Grant(50% funding, cap at $20,000)

$20,000 $10,000

Amount Contractors Pays $80,000 $10,000

Savings 20% 50%

Example

From left: Mr Chai Seong Choy, Managing Director, Mr Jia Li Jun, General Manager, and Mr Lee Yun Lai, Senior Manager.

SME Spotlight - MechC Applicant

1� Issue 1 2010

Interview with Wai Fong Construction

How do you find the BCA administered schemes, like the Workforce Training and Mechanisation Credit? And how does it benefit your company and your workers? The schemes will definitely benefit SMEs who are exploring ways to improve their productivity. Like others, we are competitive in the construction industrial market. We are a local company, and our overhead costs are higher than others. In order to be more competitive, we mechanised our operations by purchasing crawler crane, lorry crane, forklift, etc. We believe that BCA’s co-funding schemes will ease our expenditure to adopt new technologies in our projects.

For which equipment will you be applying for co-funding? We have purchased three units of screed leveller, through the MechC scheme.

How was the work carried out prior to the equipment? We used the traditional way of using a wooden trowel to level concrete, which is slow and lacks quality assurance.

With the screed leveller, how will it improve your work? In terms of manpower, we require almost three times less workers and we could expect better quality too. This means that we can complete our work faster and move on to other aspects of the project.

Can you share with us your productivity development plans?We plan to promote more workers and supervisory staff to a higher level, by providing more training, adopting new technologies, operating competitively, exploring engineering-added business opportunities and relying less on labour-intensive processes. n

Screeding using the traditional trowel method is labour intensive and a slow process.

Screeding using the vibro leveller method requires less manpower and work is performed quickly.

Issue 1 2010 1�

Eligibility Criteriaa. All Singapore-registered business enterprises are eligible to apply for the scheme.b. Equipment in the construction project that can achieve at least 20% manpower savings (measured by way of number of workers and over a period of at least one month and not exceeding 10 months) by the applicant, or 20% improvement in site productivity (measured by way of decrease in man-days used per square metre and over a period of at least one month and not exceeding 10 months) of the applicant, in the particular area of work in which the Equipment has been used.c. The minimum investment proposal per application is $10,000 for purchase and $2,000 for leasing of equipment.d. Purchase or leasing of equipment must not be made before / at the time of application.

ApplicationFormal applications must be made on prescribed application forms which can be downloaded from our BCA website. For further queries and application details, please contact:

Ms Tan Mui KhengProductivity Development (Mechanisation) Department Construction Productivity CentreBuilding and Construction Authority5 Maxwell Road#16-00 Tower Block MND ComplexSingapore 069110Tel: 63255067 Fax: 63254800Email: tan_mui_kheng@bca.gov.sgWebsite: http://www.bca.gov.sg/MechC/mechc.html

Mechanisation Credit Application Process

1� Issue 1 2010

Ride on the

Construction Productivity and Capability Fund (CPCF) courses

productivity waveby signing up for these courses

BCA Academy Tel: 62489999, Email: bca_academy@bca.gov.sg

Certificate in Interior Finishing Coordination

Certificate in Pavement Construction and Maintenance Certificate in Precast Concrete Construction Supervision Certificate in Waterproofing Supervision Certificate in Building Measurement Certificate in Geotechnical Instrumentation for Supervisors Certificate in Levelling and Setting Out Certificate Course for Structural Steel Supervisors NBQ in Project Supervision Higher NBQ in Project Supervision Advanced NBQ in Project Supervision NBQ in Supervision and Coordination of M&E Works Higher NBQ in Supervision and Coordination of M&E Works Advanced NBQ in Supervision and Coordination of M&E Works NBQ in Operation & Maintenance Higher NBQ in Operation & Maintenance Advanced NBQ in Operation & Maintenance

Contact:

PROVIDES ASSISTANCE TO COMPANIES TO DEFRAY UP TO 50% (S$20,000) OF MACHINERY COST

PROVIDES ASSISTANCE TO COMPANIES TO ENGAGE CONSULTANTS TO ACHIEVE PRODUCTIVITY GAINS

ENCOURAGES COMPANIES TO BUILD UP THEIR WORK PROCESS TO ACHIEVE PRODUCTIVITY GAINS

PROVIDES ASSISTANCE TO COMPANIES TO INCORPORATE BIM INTO THEIR WORK PROCESSES TO OFFER NEW VALUE ADDED SERVICES

MECHANISATION CREDIT

PRODUCTIVITY ENCHANCEMENT VOUCHER

PRODUCTIVITY IMPROVEMENT PROJECTS

BUILDING INFORMATION MODEL FUND

CONSTRUCTION PRODUCTIVITY AND CAPABILITY FUND (CPCF)

FOR MORE INORMATION ON THE INCENTIVE SCHEME UNDER THE CPCFPlease Contact: CPCF Toll-free Hotline: 1800-325 5050

TECHNOLOGY ADOPTION