BRE expert collection 4: Resource efficiency, site operations and handover - A collection of BRE expert guidance on construction site operation and management

196 Pages·2015·5.841 MB·English

by  BRE

BRE Expert Collection 4
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y Resource efficiency,
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d site operation and handover
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r A collection of BRE expert guidance on construction site operation
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and management
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To view the full range of IHS BRE Press publications visit
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Introduction 1/3
Introduction
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e Welcome to the BRE Expert Collections.
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r IHS BRE Press is the exclusive publisher of BRE publications. Publications are produced in various
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This pdf contains a valuable collection of short BRE publications on construction site resource
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8 efficiency, operation and management. It is one of a series of collections of BRE expert guidance and
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advice on the built environment, each offering exceptional value for construction professionals.
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Contents pages.
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i Digests are authoritative summaries of the state-of-the-art on specific topics in construction design
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Information Papers summarise recent innovation and research findings, and give advice on how to
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Books, reports and manuals present research, innovation, best practice and case studies in more
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S BRE Connect Online is an online subscription to all BRE publications. Information about BRE
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C Connect Online is included HERE.

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Introduction 2/3
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l Buying BRE publications
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h About IHS
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S IHS (NYSE: IHS) is the leading source of information, insight and analytics in critical areas that shape

n today’s business landscape. Businesses and governments in more than 165 countries around the
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s Information about IHS can be found HERE.

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Introduction 3/3
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e Any views expressed in this publication are not necessarily those of BRE or IHS. BRE and IHS have
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l made every effort to ensure that the information and guidance in this publication were accurate
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1 © IHS 2015. No part of this publication may be reproduced or transmitted, in any form or by any
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The Publisher, IHS BRE Press, Garston, Watford, Herts WD25 9XX, UK
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y Tel: [phone], Email: [email protected]
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r AP 302
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U Designed and published by IHS BRE Press

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For enquiries concerning the research reported in BRE publications, please contact:
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The SMARTWaste team: Tel. [phone]; Email [email protected]; www.bre.co.uk
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Contents 1/2
Contents
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e Resource efficiency
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r Better building: integrating the supply chain – a guide for clients and their consultants DG 450
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o Composting in the construction industry IP 3/05
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Construction site packaging wastes: a market position report IP 8/02

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1 Non-ferrous metal wastes as aggregates in highway construction IP 8/06
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Offsite construction: an introduction GG 56
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9 Reclamation and recycling of building materials: industry position report IP 7/00
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Recycling fibre reinforced polymers in the construction industry IP 4/04
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s Responsible sourcing of materials in construction IP 3/13
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v Using small volume wastes in construction IP 9/05
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Site operation
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a Cleaning buildings: legislation and good practice DG 448
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t Construction site communication:
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o Part 1 – General GG 54-1
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n Part 2 – Masonry GG 54-2
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o Construction logistics: an introduction DG 459
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, Controlling particles, vapour and noise pollution from construction sites:
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n Part 1 – Pre-project planning and effective management PCG 1
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t Part 2 – Site preparation, demolition, earthworks and landscaping PCG 2
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s Part 3 – Haulage routes, vehicles and plant PCG 3

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I Part 4 – Materials handling, storage, stockpiles, spillage and disposal PCG 4
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m Part 5 – Fabrication processes and internal and external finishes PCG 5
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Contents 2/2
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Whole building commissioning:
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Part 1 – A guide for clients IP 8/04-1
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Part 3 – A guide for specifiers IP 8/04-3
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, Part 4 – A guide for facilities managers IP 8/04-4
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Working with local businesses and residents GG 71
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0 Handover
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0 HOBO protocol: handover of office building operations DG 474

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t BRE Expert Collections
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k BRE Building Elements series
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BRE Connect Online subscription service
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Resource efficiency
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CI/SfB (A3)(Y8)
t Better building Digest 450
Integrating the supply chain:
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a guide for clients and their consultants
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o Robert M Hill
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d BRE East Kilbride
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n There is a growing identified to achieve this facilitate it and explains the
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awareness in the UK goal is the early methodology and tools

, construction industry that involvement of the required. It is aimed
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1 the development of construction supply chain primarily at helping clients,
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2 integrated supply chains in the design and particularly those who do
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and construction construction process. This not build very often, and
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0 processes is potentially the Digest describes the their professional advisers,
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9 means by which the benefits to be obtained by to understand the main
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industry will prosper in the implementing early issues and the sequence in
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twenty-first century. One of involvement, gives which they have to be
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t the principal mechanisms guidance on how best to considered.
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n Traditionally, the construction industry’s approach to building procurement
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has been characterised by a largely fragmented and sequential construction
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n process. There is very little, if any, contribution made at the briefing, design
a and cost planning stages by main contractors and specialist suppliers. This
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failure to capture the expertise of the construction supply chain adequately at
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t an early enough stage in the project delivery process is one of the primary
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o causes of uncertainty, delay, increased costs and contractual conflict that
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n A new approach to construction procurement that will allow better
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0 Figure 1 The Movement for Innovation’s ‘5–4–7’ model

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it The integrated project process Getting started
s l nominate the project sponsor
er In the Construction Industry Task Force’s report l obtain professional advice
v Rethinking construction, Sir John Egan noted that to l appraise options
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n improve project delivery, the industry had to develop an l confirm the business case
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integrated project process. Egan suggested that UK l develop a strategy for the project
nk industry look towards the philosophy of Lean Production l select the client project manager
a as practised in the Japanese car industry as a potential
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model for improvement. This process is focused upon Defining the project
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t eliminating waste in all its forms by constantly looking for l develop the strategic brief
ou and implementing better ways of doing things. Egan’s l develop the project execution plan
S vision for the construction industry is encapsulated in

n Figure1, the Movement for Innovation’s ‘5–4–7’ model. Assembling the team
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d The early involvement of manufacturers and suppliers l decide contracts
n in the supply chain is one of the cornerstones of the l select the project team
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L integrated project process. Early involvement simply

, means the bringing together of the client, designers, Designing and constructing
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n contractors, specialist manufacturers and suppliers at the l develop the project brief
a appropriate time in the design and construction process l develop the concept design
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h to ensure that the client’s needs are delivered in a l develop the detailed design
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u controlled, efficient manner. l start construction
so l manage and resolve any problems
: The project process cycle l review progress and quality
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C Every project, regardless of type, size and cost, will have a Completion and evaluation
m procurement structure that will be broadly similar. The l ensure work is ready for use
o reason for this is very simple: each project has to be l complete the project
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f defined, planned, designed, executed and evaluated. l evaluate feedback

y Therefore, the procurement path will be similar for each,
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o varying only in complexity, time, quality and cost. The process is cyclic, with the potential for feedback and
c The Construction Industry Board defines[1]the five responses running through the entire process. While

d stages of project procurement as follows (also see there are five individual stages identified, there are
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s Figure2). unlikely in practice to be clear boundaries between them.
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Stages may overlap or, in some cases, be completely
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33
subsumed within another depending on the project
parameters. It operates on the philosophy of continuous
improvement, with each stage informing the next —
feedback loops at every stage — eventually feeding back
into the beginning part of the cycle.
For the one-off client, the value of post-project
. evaluation may seem limited. This is because if they are
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p not likely to build again, then the lessons learned may be
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C perceived to be of limited value. On the other hand, post-

project evaluation should be part of any competent
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e business’s management strategy. How else can the
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l potential of a company be maximised if its successes and
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r failures are not analysed and acted upon?
t For the occasional and repeat construction client, post-
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n learned are carried forward to the next project as part of Figure 2 The project cycle
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the continuous improvement process. Striving for
8, perfection should be the goal. Many argue that the costs Benefits of early involvement
1 of carrying out these reviews are considerable. However,
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2 the costs of not carrying them out are even greater. With as much as 90% of project costs being attributable to
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the construction process, it is perceived that the early
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/0 Where does early involvement fit in? involvement of the supply chain in the design and
9 construction process will deliver measurable benefits for
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‘As soon as possible’ is the simple answer. The greatest the client in:
, benefit from early involvement is obtained before l increased certainty of out-turn cost
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t construction starts on site. Sophisticated clients bring l improved functionality
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s their main contractor and strategic suppliers on-board as l obtaining the most cost-effective building
er soon as the scope of the project is defined. They then l improved project delivery
v work together with the client’s professional advisers to l improved quality
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n develop fully the functional brief, conceptual solutions l predictable through-life maintenance
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and the cost plan. The most important principle of l meeting or exceeding the client’s expectations
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n earlyinvolvement is avoiding uncertainty. Uncertainty
a costs money. and for the supply chain:
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l greater certainty of repeat work
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t Objectives of early involvement l payment for pre-contract design work
ou l reward for good performance
S The principal objectives of early involvement are l improved margins

n effective cost management and improved functionality l improved efficiency
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d leading to better value construction projects. Attaining l reduction in waste of all kinds
n these objectives requires the client to ensure that: l non-adversarial supply chain relationships
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L l the functional brief for the project is accurately defined l delighted clients

, l account is taken of the through-life costs of the
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n building project Realising these benefits requires a fundamental
a l cost-effective solutions to functional and technical rethinking of the way construction projects are organised.
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h requirements are provided It means:
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u l the participation in the project of those individuals and l a blurring of the boundaries between design and
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s organisations who can demonstrate the necessary construction
commitment and ability to meet the project’s l a commitment to a process designed to deliver the best
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S objectives is secured possible product by the most cost-effective means
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C l sufficient financial resources are available l all members of the design and construction teams
m l the contract programme is realistic working together for the common good
o l sufficient time is allocated to planning the project
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f before site work starts

y l the flow of information between the parties is prompt
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o and accurate
c l the interrelationships between the participants are

d understood and competently managed
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