@IBS - Current Shortcomings And The Vital Role (62-65)

8/7/2019 @IBS - Current Shortcomings And The Vital Role (62-65)

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By Kamarul Anuar Mohamad Kamar, Ir. Dr. Zuhairi Abd. Hamid, Mohd Khairolden Ghani and Ahmad Hazim

Rahim, Construction Research Institute o Malaysia

IBS is deined as a construction

system in which components are

manuactured in a actory, on or

o site, positioned and assembled

into structure with minimal additional

site work (CIDB, 2003). Dietz, A.G.H

(1971) earlier deined IBS as totalintegration o all subsystem and

components into overall process ully

utilizing industrialized production,

t r a n s p o r t a t i o n a n d a s s e m b l y

techniques. Lessing et al, (2005) dened

IBS as an integrated manuacturing and

construction process with well planned

organization or ecient management,

preparation and control over resources

used, activities and results supported

by the used o highly developed

components. Trikha (1999) dened as asystem in which concrete components

preabricated at site or in actory are

assembly to orm the structure with

minimum in situ construction. IBS is

also dened as a set o interrelated

element that act together to enable

the designated perormance o the

building (Warszawski, 1999). Parid

Wardi (1997) dened IBS as a system

which uses industrialised production

techniques either in the production

o components or assembly o thebuilding or both. Esa and Nurudin

(1998) asserted that IBS is a continuum

beginning rom utilizing cratsmen

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or every aspect o construction to a

system that make use o manuacturing

production in order to minimize

resource wastage and enhance value

or end users. Junid (1986), identied

IBS as a process by which components

o a building are conceived, plannedand abricated, transported and erected

at site. The system includes a balanced

combination between sotware and

hardware component. The sotware

element include system design, which

is a complex process o studying the

requirement o the end user, market

Industrialised Building System:Current Shortcomings And The VitalRole O R&D

An early eort by the Government o Malaysia to promote usage o Industrialised Building System

(IBS) and develop an Open Building System (OBS) concept as an alternative to conventional and

labor intensive construction method has yet to make a headway. Although members o the industry

are open to the idea, a major portion o the industry stakeholders are indierent, perhaps due

to resistance towards change, insufcient inormation and lack o technology transer method tosupport easibility o change to IBS. In this case, it has proven that it is difcult to introduce new

technologies and method in the construction sector when compared to other sectors. According to

Hervas et. al (2007) construction sector is known as a traditional sector that can be characterised as

reluctant and even resistant to change.

analysis and the development o

standardized components.

History o IBS in Malaysia

IBS began in early 1960s when Ministry

o Housing and Local Governmento Malaysia visited several European

countries and evaluate their housing

development program. (Thanoon et

al, 2003). Ater their successul visit

in the year 1964, the Government

had launched pilot project on IBS

to speed up the delivery time and

LRT station


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each beginning with M. They are

Manpower, Materials, Management,

Monetary, and Marketing. The inputs

are then divided into elements and

the activities to be implemented or

each element were then identiied

and included into the time span o

the Roadmap in order to achieve the

mission within the stipulated time-

rame. The content o this roadmap

is ocused towards achieving the

industrialisation o the construction

sector and the longer term objective

o Open Building Systems concept. It

has been ve years since the launching

o the Roadmap and more than

hal-way the target o industrialising

construction. It is pertinent to examine

the progress and how close we are

to the completion o the mission.

More importantly, it is imperative to

evaluate whether the implementation

o the roadmap has met the market

response to the IBS programme. Most

policy issues have been resolved

and implemented, while all relevant

documents required to support the

programme have been developed. In

particular, activities under the chargeo CIDB are all meeting their deadlines.

Notwithstanding these achievements,

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built aordable and quality houses.

Nearly, 22.7 acres o land along Jalan

Pekeliling was dedicated to the project

comprising seven blocks o 17-storey

fats (3,000 units o low-cost fat and 40shop lot). This project was undertaken

by Gammon/ Larsen Nielsen using

the Danish System o large panels in

a pre-abricated system. In 1965, the

Government o Malaysia launched a

second project, a six block o 17-storey

lats and three blocks o 18-storey

fats at Jalan Rife Range. The project

was awarded to Hochtie/ Chee Seng

using French Estoit System (Din, 1984).

Between 1981 and 1993, PKNS a state

Government development agency

acquired pre-cast concrete technology

rom Praton Haus International based

in Germany to build low-cost houses

and high cost bungalows in Selangor

(National IBS Survey, 2003). Today in the

Malaysian construction industry, the

use o IBS as a method o construction

is evolving. More local manuacturers

have established themselves in the

market. As a result pre-cast, steel

rame and other IBS were used as

hybrid construction methods to build

national landmarks such as Bukit Jalil

Sport Complex, LRT and Petronas Twin

Tower. It was reported that at least

21 manuactures and suppliers o IBS

are actively promoting their systems

in Malaysia. IBS move to the next

step o the development through the

establishment o IBS Centre at Jalan

Chan Sow Lin, Cheras, Kuala Lumpur.

The obligation to implement IBS

serves both to improve perormance

and quality in construction, as well as

to minimize dependency on unskilled

oreign labour in the construction

market.

Shortcomings o IBS

CIDB published the IBS Roadmap 2003-

2010 which detailed the needs and

requirements o Malaysian construction

industry. This roadmap was endorsed

by Cabinet on October 29, 2003. The

Roadmap is a comprehensive document

that divided the IBS programme intothe ve main ocus areas that refect the

inputs needed to drive the programme,

a number o implementation snags

were identiied as being potential

hurdles to the implementation o the

Roadmap. These include the ollowing

which have been identiied by IBS

Steering Committee:

Development o standard plans and

standard component drawings or

common use,

Apprentice and on-the-job training

in the area o IBS moulds and casts,

and assembly o components,

IBS test i ng a nd ev a lua t i o n

programme,

Vendor development programme,

Readiness o designers and

consultant practices, quality control,

production o standard components

in the eld o IBS.

Realising the implementation o IBS is

still to make headway, CIDB through

Construction Research Institute o

Malaysia (CREAM) has taken the

initiative to conduct three workshops

or the industry. Ater lengthy

deliberation with stakeholders, it was

concluded that the actors contributingto the delay o IBS implementation are

as ollows:

Bukit Jalil Sport Complex


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It is not popular choice among

design consultants

La ck o k no wledg e a m o ng

designers

The need or mindset change withproper education

Costing chicken and egg

problem

Private sector adoption

Proprietary systems make it hard to

be adopted by designers

Poor quality products

Joints are not standardised making

it hard to design as the designs are

xed by a particular manuacturer

Insucient push actor

Lack o technical know-how e.g.

structure

Volume and economies o scale

The monopoly o big boys,

l i m i t i n g o p p o r t u n i t i e s t o

Bumiputra contractors. Require

appropriate training or Bumiputra

contractors

Low o-site manuacturing o

construction components to

guarantee quality, mechanizationand standardization

To consider IBS design that promote

energy conservation

Sustainability o construction

industry, Government to lead

during downturn

Require on-site specialised skills

or assembly and erection o

components

Lack o special equipment and

machinery which hamper work.

Require more local R&D, support

services, technologies and testing

labs

Insucient capacity building or

contractors to secure project in

construction (G1-G7)

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Below 10% IBS construction

i n v o l v e m e n t b y B u m i p u t r a

contractors

Mismatch between readiness o

industries and IBS targets by CIDB The cost depends on volume and

types o projects

Earthquake resistant design

pertaining to IBS components (e.g

joint system, seismic perormance

and design guidelines)

Earthquake protection o IBS

buildings (base isolation and rubber

damping systems)

No standard joint developed or

building components

The Way Forward

CIDB believes that R&D is the way

orward or developing IBS. The

R&D themes and topics or IBS are

aligned to the requirements o the

IBS Roadmap 2003-2010. Although

the initiatives in IBS are lead by

CIDB, participation rom contractors,

consultants, academia, companies

and research institutes are critical.

It is a daunting task as 2010 is just

around the corner. The processes

and mechanisms to accomplish the

target depend on the integration

and acceptance o IBS by players.

The coming three years will be very

challenging. A strategic approach will

be the way orward. As the R&D arm

or CIDB, CREAMs R&D output will

geared towards industrys application

and requirements.

A c o m b i n a t i o n o i n t e g r a t e d

approaches and long term strategic

partnering with stakeholders tackling

specic agenda on IBS 5M strategies

are the way orward. Well co-ordinated

and planned R&D themes and titles

discussed in earlier section have to

be implemented simultaneously with

all players. CREAM shall take the

ollowing actions as a prerequisite to

expedite the success o the roadmap

implementation with respect to IBS:

A long term and strategic approacho conducting research on IBS shall be

established,Petronas Twin Tower


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Reerences

CIDB (2003), IBS Roadmap 2003-2010, CIDB publication

CIDB (2003), Construction Industry Master Plan 2006-2015, CIDB publication

CREAM (2007), Strategic Management o R&D in IBS unpublished documentation

by CREAM

CREAM (2007), Workshop on aligning R&D themes and titles to the requirement

o construction industry unpublished report by CREAM

CIDB, (2003), National IBS Survey, 2003, CIDB publication

Dietz, A.G.H (1971) as stated in Jaaar, S., et al (2003), Global Trends in Research,

Development and Construction, proceeding o The International conerence

On Industrilised Building System (IBS 2003), CIDB

Din, (1984), Industrilised building and its application in Malaysia, proceeding

on Seminar on Preabrication Building Construction.

Esa and Nurudin (1998), Policy on industrilised building system, report on

qollocium on industrilised construction system, Kuala Lumpur.

Hervas et. al (2007), as stated in Kazi, S., (2007), Open Building Manuacturing

Core Concept and Industrial Requirement, Manubuild Consortium.

Junid, S., (1986), Industrilised Building System. Proceeding o UNESCO/FEISEAP

regional workshop.

Lessing et al, (2005), as stated in Kazi, S., (2007), Open Building Manuacturing

Core Concept and Industrial Requirement, Manubuild Consortium.

Parid Wardi (1997), as stated in Jaaar, S., et al (2003), Global Trends in Research,

Development and Construction, proceeding o The International conerence

On Industrilised Building System (IBS 2003), CIDB

Thanoon et al, (2003), An assessment o the industrilised building system in

Malaysia, Proceeding on IBS Seminar, UPM, Malaysia

Trikha (1999), Industrilised building system: prospect in Malaysia. Proceeding o

World Engineering Congress, Kuala Lumpur.

Warszawski, (1999), Industrilised and automated building system, Technion-Israel

Institute o Technology, E & FN Spon

The involvement o universities,

companies, organisations and research

institutes right rom the onset o any

IBS R&D project,

Participation and inclusion o IBS in

JKR building design, i.e. JKR IBS Design

must be incorporated in its Rekabentuk

Bangunan Piawai or Government

quarters, schools and Government

administrative oces. (CREAM should

discuss this matter urther with JKR on

any issues related to R&D).

Malaysian standard joints or IBS

(wet or dry) must be designed and

made available or use by industry,

CREAM initiatives to lead Centre o

Research Excellence on IBS and act as

One Stop Centre or R&D are critical as

this moves will consolidate the eort

to centralize and identiy issues and

problems rst hand rom industry,

The ormation o R&D laboratory

and CORE or IBS is urgent and CREAM

should initiate and take the lead,

CREAM is to apply or double

d e d u c t i o n s t a t u s t o e x p e d i t e

participation rom private entities as

they will also benet in getting tax

rebates when contributing research

unds,

Open Building System must

be competitive in terms o cost,

perormance and quality as compared

to proprietary system and conventional

methods in order to be sustainable in

the construction market,

Not reinventing the wheel on R&D

but to ocus on IBS applied research,

S o t i ssues re la ted to IBS

such as marketing, social impact,

involvement o Bumiputra contractors

in vendor development programme as

highlighted in the roadmap should be

taken on board at the early stage,

A complete comprehensive study onIBS solutions encompassing the entire

value chain will ensure its success.

These shall include veriication,

validation and certiication o process

on IBS components, abricator,

actory, erector and related skills o

specialization,

A technology transer model via

knowledge management adapted

rom EU, Japan and Singapore

best practices in implementing IBS

will add value and expedite the

implementation process.

Acknowledgement

We would like to thank Malaysian

IBS Steering Committee Session

2003-2005 and IBS Centre or their

support and assistance.

Documents

@IBS - Current Shortcomings And The Vital Role (62-65)