Integration of Location-Based Management System into a small construction company's project
Author
Ólafsson, Hákon Jónas
Term
4. term
Publication year
2018
Submitted on
2018-01-24
Pages
84
Abstract
Dette speciale fra Aalborg Universitet (Management in the Building Industry, Institut for Byggeri og Anlæg) undersøger, hvordan en lille byggevirksomhed planlægger, tidsplanlægger og styrer sine projekter, og om et Location-Based Management System (LBMS) kan forbedre resultaterne. Med afsæt i forfatterens mangeårige praksiserfaring som murer er fokus at udnytte mandskab og ressourcer bedre og reducere spild. Virksomhedens nuværende praksis er aktivitetsbaseret tidsplanlægning, som er udbredt i branchen, men ofte kritiseret i byggeprojekter. De interne forhold er analyseret gennem interviews og interne dokumenter, mens eksterne forhold er belyst via et spørgeskema udsendt til fagfolk i den islandske bygge-, ingeniør- og arkitekturbranche (AEC). Specialet sammenholder den eksisterende praksis med LBMS, en lokationsbaseret planlægningsmetode, hvor arbejdet organiseres efter bygningsområder, så hold bevæger sig i en jævn sekvens. Det skal skabe flow, mindske ventetid og reducere spild. Analysen peger på, at indførelse af LBMS i virksomheden kan give betydelige fordele: bedre sammenhæng i produktionen, mere effektiv udnyttelse af mandskab og ressourcer og en forkortelse af projekternes varighed på cirka 6,9–15 %. Samtidig identificeres barrierer for implementering: begrænset viden om lokationsbaseret planlægning og manglende færdigheder i lokationsbaserede softwareværktøjer både i virksomheden og i den islandske AEC-sektor. Vico Office bruges ikke almindeligt; respondenterne planlægger især med MS Project og MS Excel. Internt kan der desuden være modstand mod forandringer. For at lykkes med LBMS konkluderes det, at alle involverede – både virksomhedens ansatte og underentreprenører – skal samarbejde tæt og have målrettet oplæring tilpasset deres rolle i produktionen.
This master’s thesis from Aalborg University (Management in the Building Industry, Department of Civil Engineering) examines how a small construction company plans, schedules, and controls its projects, and whether a Location-Based Management System (LBMS) could improve performance. Building on the author’s years of experience as a mason, the focus is on using manpower and resources more effectively and reducing waste. Today the company relies on activity-based scheduling, the industry’s common approach, which has been criticized in construction projects. Internal factors were analyzed through interviews and company documents, while external factors were explored via a questionnaire sent to professionals in the Icelandic architecture, engineering, and construction (AEC) industry. The study contrasts current practice with LBMS—a location-based method that organizes work by building areas so crews move in a steady sequence—to create flow, reduce waiting, and limit waste. Findings indicate that adopting LBMS in this company could deliver considerable benefits: better production flow, more efficient use of manpower and resources, and shorter project durations of about 6.9–15%. At the same time, barriers to integration were identified: limited knowledge of location-based scheduling theory and limited skills with location-based software, both within the company and across the Icelandic AEC sector. Vico Office is not in widespread use; respondents mainly plan and schedule with MS Project and MS Excel. Internally, possible resistance to change may also arise. To integrate LBMS effectively, the thesis concludes that all parties involved in production—both the company’s employees and subcontractors—must work together and receive training tailored to their roles.
[This abstract was generated with the help of AI]
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