Konferens och Workshop

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Konferens och Workshop

• Kista, 4 mars, 2003

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Syftet med dagen är

• att fördjupa dialogen mellan företag, forskare
  och handledare
• att summera erfarenheterna från Competitive
  Building Fas I
• att initiera en dialog om Fas II

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Dagens innehåll kan sammanfattas i följande
punkter

• att redovisa huvuddragen i den verksamhet som
  utförts under Fas I
• att presentera en överblick av den forskning som
  utförts
• att redovisa resultaten av den intervjustudie som
  genomfördes med företagsledare och
  industridoktorander hösten 2002 /mer ...

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• att få en redovisning av en extern utvärdering av
  Competitive Building
• att belysa viktiga faktorer i den framtida
  byggprocessen
• att analysera hur forskning och
  industridoktorander kan bidra till företagens
  utveckling
• att redovisa vad finansiärer ( SSF) anser
  Competitive Building bidragit med under fas I och
  hur en fortsatt Forskarskola kan se ut

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En kort överblick
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What has been donesince 1998?

• Developed the proposal
• Defined two research themes new housing and
  commercial refurbishment and topic areas
• Implemented the proposal
• Started-up the Research School/programme
• Mid-term evaluation
• International focus study visits, book
• Produced LICENTIATES DOCTORATES.

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Exempel påvärdefulla resultat

• What are the results?

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What has been achieved?

• Highly educated industry-focused researchers.
• A growing, national community of research
  expertise.
• Commercially exploitable research findings.
• New knowledge for the sector in general and the
  companies in particular.
• 7 licentiate theses, 1 doctorate so far.
• 5 more licentiates this year and 2 more
  doctorates.

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Topics

• Materials
• Systems
• Phenomena (physical performance)
• Processes, procurement and management
• Relationships between actors
• Learning and behaviour
• Information, tools and communication

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Materials
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• Life cycle costing (LCC) can be applied in the
  design phase to assess total costs for
  alternative design solutions with reasonable
  accuracy.
• The ratio of production to operational costs over
  the life cycle of multi-family dwellings is
  4555.
• Data and the tools for performing LCC and
  predicting energy use are available and should be
  used in all projects.
• The link between designer, supplier, producer and
  user must be strengthened.
• Traditional materials have an attractive future,
  e.g. there are strong economic and environmental
  arguments for using high performance concrete in
  the house-building sector.

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Systems
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• Whole life costs for complete, environmentally-des
  igned buildings are in the same range as
  conventional buildings.
• Environmentally-designed buildings are a better
  proposition since the energy used for heating and
  ventilation can be reduced by 60.
• Energy use by tenants can negate much of this
  reduction.
• Too much time and money is spent on refurbishing
  inflexible and inefficient systems.
• With the right installation, better airflow rates
  can lead to higher worker performance and a lower
  sleep requirement!

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Phenomena(physical performance)
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• Too many problems are introduced into building
  designs, e.g. moisture penetration and harmful
  emissions.
• Simple tools are needed and can be provided to
  warn of the dangers of an inadequate design.
• Knowing where to look for danger signs is the
  first step.
• Performance indicators (the tools) are being
  developed they do not have to produce an exact
  answer they can simply suggest how the building
  is likely to perform.
• Designers can now spend their time concentrating
  on avoiding designs that lead to performance
  failure.

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Processes, procurementand management
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• The low real involvement of suppliers and
  subcontractors in the process is a major barrier
  to improvement quality, cost and time.
• Processes are not linear they require
  structured and defined feedback loops and a
  clearer sharing of risk and reward for all
  actors.
• Of the newer forms of procurement available,
  public-private partnerships (PPP) have much to
  offer in improving the extent to which innovation
  is possible.
• The financial and risk questions within PPP are
  not the only ones, yet they can obscure the other
  gains from projects designed according to whole
  life cycle principles.

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Relationshipsbetween actors
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• More cooperation between all actors is needed
  we may think we have got there, but there is
  still a long way to go.
• It is a journey, not a destination.
• Partnering works well on smaller projects
  remembering the very large number of small
  projects that make up much of the sectors
  workload.
• It also works well on large, complex projects.
• Partnering brings improved learning, quality,
  end-user satisfaction, safety, cost control and
  working environment.
• It is a natural way of improving communication.

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Learning andbehaviour
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• Organisations that cannot learn cannot innovate.
• New methods and technology do not always find
  their way into the next project that could
  benefit from them.
• Yet, how can one learn from projects?
• Why should individuals want to learn?
• Construction companies are poor at documenting
  their experience and making it explicit too
  much reliance on tacit knowledge.
• Time taken for reflection is minimal.
• The incentives for learning in industry (outside
  the building sector) are far better than within
  it.

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Information, toolsand communication
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• Lack of communication and learning severely
  limits the extent of innovation that is possible.
• Communication in a project is not linear (and
  things change) and so continuous action must be
  taken to ensure that the product is going to give
  the results intended.
• There must be process transparency in management
  information systems and appreciation of the
  bigger picture.
• Performance measurement has to be built-in.
• The emphasis must be on continual improvement and
  not attempting to devise the perfect solution or
  system (human or technology based).

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In summary

• There are answers now for companies on how to
  improve their performance, culture, thinking and
  profits.
• Regard the theses from the researchers and their
  projects as blueprints for action, or at least as
  the thinking persons new practice manual.
• Good research is what leads to reliable results,
  which is what industry needs.
• Implementation of the results and feedback will
  help to shorten the cycles of plan, do, check,
  act (improve!).