Summer Project Report

On

“Exploring the current state of facade decision-making”

In partial fulfillment of completion of

Post Graduate Program in Management

(2012-14)

Submitted To:

Mr. Kapil Chikodi

General Manager – Sales & Marketing, Belgium Aluminium & Glass Pvt. Ltd.,

Al Fara’a Group

Submitted By:

Viral Shah

Institute of Management

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Nirma University of Science and Technology, Ahmedabad

Acknowledgement

I am extremely thankful to my project guide Mr. Shailendra Tiwari, Senior Manager – Finance

and Mr. Ashish Sharma, HR who gave me the opportunity to do my summer training at Al

Fara’a Group and helped me at every stage of the project despite his busy schedule. I would also

like to extend my thanks to Mr. Kapil Chikodi and Mr. Vitthal Jadhav for their invaluable

guidance and assistance during my summer project.

I would also like to thank my faculty guide Prof. Jayesh Aagja at the Institute of Management,

Nirma University, who supported and helped me through the course of my summer training.

Lastly, I would like to thank all my friends who directly or indirectly helped me in the

completion of my project.

Viral Shah

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Table of Contents

PROFILE OF THE ORGANISATION...................................................................................................4

ORGANIZATION HISTORY...............................................................................................................5

BOARD MEMBERS......................................................................................................................8

VISION...................................................................................................................................... 11

MISSION................................................................................................................................... 11

VALUES.....................................................................................................................................11

ORGANISATION STRUCTURE........................................................................................................12

Structure of Business Development Dept................................................................................13

PROCESS SEQUENCE....................................................................................................................14

COMPANY ANALYSIS USING 7S FRAMEWORK.............................................................................18

INDUSTRY ANALYSIS USING FIVE FORCES MODEL.......................................................................21

PROJECT WORK............................................................................................................................23

INTRODUCTION............................................................................................................................24

About The Product...................................................................................................................24

Nature of the Problem.............................................................................................................28

Objectives of the Problem........................................................................................................28

Expected Benefits.....................................................................................................................28

Methodology............................................................................................................................28

Results and Discussion.............................................................................................................29

CONCLUSION............................................................................................................................... 32

LEARNINGS FROM THE SUMMER TRAINING................................................................................33

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PROFILE OF THE ORGANISATION

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ORGANIZATION HISTORY

Al Fara’a is a leading UAE based integrated multi-disciplinary Construction & Industrial group. Over the last with an admirable track record of sustained growth and delivering quality projects on time in both private and government sectors. The Group is currently executing projects at multiple locations across the UAE, comprising of ten prominent companies covering various contracting disciplines and aspects with forecast turnover of more than 3 billion for the year 2013. The company has a large team of top notch technical experts, specialized project management teams, a skilled multinational workforce and state-of-the-art technology along with an array of the latest sophisticated plants and machineries to ensure timely and successful completion of all projects.

Al Fara’a Construction Group is vertically and horizontally integrated and in addition to its core competence in construction, the Group has honed its strengths and competitive advantage by setting up group companies in allied sectors like ready mix concrete, properties and development, precast structures, steel structures, electro-mechanical services, aluminium and glazing structures, interiors and joinery, landscaping, irrigation and painting. The Al Fara’a Construction Group of Companies has achieved certifications for ISO 9001, ISO 14001 and OHSAS 18001 for Quality, Environmental and Health & Safety Management respectively. Over the years, the Group has successfully executed diverse construction projects like high rise towers, hospitals, heritage structures, hotels, defense projects, commercial and residential developments, cinemas, multiplexes, palaces, villas and shopping malls.

Al Fara’a Construction and Industrial Group is a member of (LEED) leadership in Environmental Engineering Design; additionally we hold a responsible position as a Counsel Board Member of (EGBC) Emirates Green Building Counsel in regards to developing and implementing EUA standards that are related in the construction industry to promote a green built environment.

The Group's journey since its establishment in 1980 reflects both the foresight of our founders and the astounding progress of the UAE. The Group is built on the founders' dream of establishing a fully integrated construction sector group that would provide the highest standards of service quality to public and private sector clients.

It has been a journey of sustained growth, learning and development, driven by our management team and the unrelenting efforts of our employees at all levels. The first phase was from 1980 to 1990 when the founders, J R Gangaramani and Adel Saleh, successfully led the company to recognition within the UAE as a leading contracting company.

The Group expanded from 1990 onward with the creation of subsidiary companies in allied sectors such as ready mix concrete, steel structures, aluminium, electromechanical works, and property development, to name a few. It was during this fourteen year period that the Group succeeded in contributing to some of the UAE's most significant projects, such as the 79-story Al

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Attar Tower, the 42-floor AL Waleed Tower, the Sheikh Zayed Bridge, The Palm island, Al Garhoud Bridge and the ADWEA Research Centre.

The future promises a multitude of opportunities for the Group and its subsidiaries. As the UAE enters a period of unprecedented economic expansion, over AED 100 billion worth of new public and private sector projects are planned in the commercial, residential, industrial and leisure sectors. The Group is fully equipped to meet its clients' demands for quality of work, completion schedules, competitive project values and inspired solutions. We are confident that the Group's reputation will continue to be confirmed and enhanced as we meet each new challenge.

The Group's companies include:

Al Fara'a General Contracting, the Group's civil engineering and construction arm

Al Fara'a Properties - a developer providing property management, sales and leasing services

Unibeton Ready mix, the UAE's leading manufacturer of ready mix concrete.

Belgium Aluminium and Glass Industries - a specialist in designing, manufacturing and installing aluminium and glazed structures

Al Sabbah Electromechanical - designing, installing, procuring and commissioning electrical, HVAC, plumbing and oil and gas systems

Al Fara'a Steel Structures - heavy engineering services including analysis, fabrication, erection and maintenance of steel structures

Al Fara'a Precast - design, manufacturing and erection of reinforced concrete structures

Al Fara'a Interiors and Joinery - state-of-the art interior design and installation

Al Fara'a Investments - this company creates and manages portfolios of direct and indirect investments. Its focus is on key sectors such as financials, industrials, telecommunications and real estate

The Al Fara'a Group owns and manages a diversified portfolio of companies across all disciplines in construction and related sectors. Each sector is served by a specialist company and together, these firms create synergies, giving the Group a unique business advantage in both expertise and reach. This combination has given us an unmatched record in the UAE, leading to our certification as a special grade solutions provider by the UAE Government. This is the highest ranking award available.

Their strengths are multidisciplinary management, working to deadlines and providing added value during all phases of construction. A horizontally and vertically integrated company, the

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Group has over 8000 employees of many nationalities. Our approach to management involves worker empowerment, continuous development and improvement, and delivering exceptional safety levels and regulatory compliance.

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BOARD MEMBERS

Dr Jawaharlal R GangaramaniPresident and Executive ChairmanAl Fara’a Group, Co-Founder of Al Fara’a

Dr JR Gangaramani, whose personal motto is “service to make others happy and put a smile on their faces,” emigrated from India to the United Arab Emirates in 1974. His first assignment was for Dubai World Trade Centre, which at the time was the tallest ‘hi-tech’ building in the Middle East. In 1980, Dr Gangaramani founded Al Fara’a General Contracting Company, which has since evolved into the Al Fara’a Integrated Construction Group.

Adel Saleh Al NatourPresident and Executive ChairmanAl Fara’a Group, Co-Founder of Al Fara’a

Chimanlal R GangaramaniVice Chairman – Al Fara’a GroupJoined Al Fara’a in 1996

Shalini Gangaramani DosajGroup Performance Director – Al Fara’a Group

Amr Al BannaGroup Director, Corporate Affairs and Business Strategies

Natasha GangaramaniExecutive Director- Al Fara’a Properties

Dr Fahd BakourExecutive Director - Al Fara’a Group

Ibrahim El HamatiSenior Vice President Al Fara'a General Contracting

Mohd ShehadehSenior Vice President - Unibeton Ready Mix

KO ThomasSenior Vice President - Belgium Aluminium and Glass

Lancy D’ SouzaSenior Vice President - Group Finance

Sultan Kadir MukadamSenior Vice President – Accounts

Khalid Abu BakerVice President - Al Sabbah Electro-Mechanical

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Since 1996 Belgium Aluminium & Glass Industries (BAGI) has specialized in aluminium and glazed structures, architectural metal works, stainless steel, and composite metal works. Services offered include conceptual designing, feasibility study, estimation, fabrication and installation.

BAGI has stringent standards for quality. By regular in-process inspections at the various levels of manufacturing, the company ensures that all parameters at all levels are always set to prescribed international standards. BAGI is an ISO 9001:2000 and ISO 14001 certified company having offices in Dubai, Abu Dhabi, Al Ain, Sharjah and India.

Qualified engineers, skilled designers, experienced fabricators and installers familiar with state-of-the-art technology are part of the Belgium team. BAGI uses the latest computer-aided technology in design and production systems for cost effective solutions, with the highest quality specifications.

SERVICES OFFERED:

Conventional & Unitized Curtain Wall Systems 2-Way & 4-Way Structural Glazing Facades Architectural Composite & Solid Panel Cladding Aluminium & Glazed Doors, Windows & Partitions Shop Fronts Spider Systems & Space Frame Structures Skylights, Canopies and Conservatories Handrails Boundary Walls, Gates

PRODUCTS OFFERED:

Aluminium & Glazed Structures Stainless Steel & Decorative Metal Works Cast Aluminium Railings, Gates & Boundary Walls

PRODUCTS AND SERVICES

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The company specialize in the fabrication and installation of all types of facades. Curtain wall systems range from conventional mullion and transom technology to fully unitized solutions. They design and deliver cutting edge applications such as climate facade solutions and glazed roofing. They cover the full spectrum of two and four sided structurally glazed products.

ALUMINIUM FOR CLADDINGHigh quality aluminium composite and solid panel cladding suitable for a wide assortment of applications.

GLASS AND GLAZINGWe have the capacity to design and fabricate the precise glazing requirement of any complexity. In collaboration with global supply partners, we deliver upfront technical expertise in the realm of photometric data, thermal computation and bespoke aesthetic solutions that include ceramic and sandblasted frits as well as shading analysis.

STAINLESS STEEL ACCESSORIESAccessories such as balustrades, handrails, skylights, conservatories, canopies and bespoke automated entrances and doors.

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Integrated Group

Companies Design & Provide

Engineering Solutions

Aluminium, Glass &

Steel Division

Strong Partnership &

Technical Expertise

ISO 9001:2008;

14001:2004; 18001:2007

VISIONTo be the clients’ first choice for specialized facade solutions across the GCC and Asia.

MISSIONBelgium Aluminium and Glass is dedicated to the delivery of world-class facade solutions to our stakeholders. We achieve this through adhering to the highest standards of quality, safety and environmentally centric practices while completing our projects on time and within budget. Our success stems from our continuous technological investment which enables us to meet client aspirations with industry leading solutions. We are dedicated to empowering our employees to warrant their professional growth with rewarding careers. We are devoted to their safety, health and job security.

VALUESEthics - Ethics and integrity in all that we do.

Exceeding expectations - Exceeding expectations is our primary purpose.

Excellence - We are what we repeatedly do, excellence is not an act but a habit.

Entrepreneurship - We take ownership of the projects with which we have been entrusted.

Empowering employees - Our employees are our greatest asset.

Ensuring safety – Zero harm is our absolute priority.

Emphasis on quality - We are passionate about delivering quality results.

Environmental leadership - We are committed to the sustainability of our environment.

Enduring social investment - We are sensitive to the local needs of our stakeholders and the communities where we live and work.

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ORGANISATION STRUCTURE

The above is the structure of the Al Fara’a Group. Quality is an overriding objective for all business units. A consistent organization structure has been adopted to drive quality across all companies within the Group. Likewise, a consistent corporate level quality management system has been applied across all the business units. This offers flexibility in the deployment of quality resources between companies through this commonality of approach. Furthermore, this structure ensures that each business unit has an independent, “Voice of the customer”. Through the office of Corporate Quality Manager this voice is carried to the Board as required.

The India Operations of Belgium Aluminium and Glass Pvt. Ltd are looked upon by Mr. Shrikrishna Ginde. The various departments in the company are as follows:

1. Accounts & Finance 10. Safety2. Purchase 11. Information Technology 3. Business Development, Estimation & Tendering 12. HR & Admin 4. Design5. Planning & Coordination6. Project Execution & Contract7. Factory, Store & Logistics8. Production9. Quality

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Structure of Business Development Department

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Mr.Kapil Chikodi

GM - Sales & Mktg.

Mrs. Nutan Mohite

Structural Engineer

Mr.Vitthal Jadhav

Asst. Manager - Est. & Tendering

Mr.Rahul Kshirsagar

Sr. Executive Estimator

Mr.Tushar Pawar

Jr. Quantity Surveyor

Rohit Godse

Draftsman

Business Development,

Estimation & Tendering

PROCESS SEQUENCE

1. Business Development - Management determines and organizes the key resources and processes required for development of new projects required for business expansion. A dedicated team for this works for finding such opportunities. Business development aims at developing the growth of the company in the global market. It also tries to maintain a 20% market growth.

Customer Related Processes –

Determination of requirements related to the product are identified at the contract review stage. All project specifications are maintained by the Technical department and distributed as required. The product related requirements include:

a) All specification of the customers including delivery of material, installation and any post hand over activities if required.b) Requirements those are not stated but implied.c) Any regulatory or legal requirement if not mentioned in the contract.d) Any additional requirement deemed necessary for the execution of the contract.

The management shall ensure that the product requirement shall be stated as by the customer as per the contract shall be fully understood and achievable.

Contract review of all enquires are conducted. The orders are not be accepted until all requirements have been understood and are acceptable and all queries have been resolved.

The company provides product information through its brochures, World Wide Web site and its attendance at specialist exhibitions. Customer dissatisfaction is recorded, investigated and reported in accordance with the company’s own related procedures. These are discussed at the management review meeting and displayed accordingly.

2. Estimation & Tendering – This department calculates the cost of the project and consequently bids for the project through the tender procedure. They need to take care of the timely submission of the tenders in compliance with the tender checklist. The Bill of Quantity and Cost Analysis Sheets are prepared by this department.

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3. Design & Development –

Design and Development Planning – Various procedures have been established and maintained that identify the responsibility for each design and development activity. The procedures describe or reference these activities, define responsibility for their implementation and detail the Design Input and Output information. The design and development activities are assigned to qualified personnel equipped with adequate resources.

Design and Development Inputs - The design and development inputs may include:• Project specifications.• Architectural Drawings.• Applicable Standards.• Installation requirements.• Structural requirements.All the inputs related to project requirements are determined, collected and analyzed.

Design and Development Outputs - The outputs from the technical department fulfils all the above stated requirements of the project/client. The output of the design and development contains technical drawings, layouts, submissions for material/process/documentation. The outputs from these activities forms information basis for other functions like production, purchase and installation.

Design and Development Review - The outputs of the design from the technical department are reviewed internally. They are reviewed in respect to the specifications of the project, materials and process involved. The review results are incorporated into the design and steps to continually improve the system are carried out.

Design and Development Verification - The system ensures that all design outputs are verified by competent authority prior to be put in use. Verification is carried as per the requirements of the contract. Various forms of verification includes:a) Holding & recording of design review meetingsb) By means of structural calculations to support the design.c) Comparing with similar proven design.d) Third party approvals.All the verification results are recorded and preserved for future reference.

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Design and Development Validation - Validation of design and development is carried out by the customer or by any third party appointed by the client. This process is carried out prior or after completion of the project as deemed necessary by the client.

4. Project Management and Planning – For every project the management decides the budget and the project management team has to 100% comply with the budget planned. Also they have to improve the productivity and the aim for them is to reach 20%. They also strive to improve the project resources efficiency by 15%. Weekly and monthly schedules are made along with the identification of peak points. Ensuring the receiving of the materials at the right time and is made available to the site is responsibility of this department.

5. Purchasing - The purchasing process is a centralized process controlled by Al Fara’a Corporate purchasing department. Purchasing processes are operated in accordance with the company’s own procedure which ensures that purchased products conform to specific requirements. The company evaluates and select suppliers based on their ability to supply a product in accordance with the company’s and/or customer’s own requirements. Purchasing department tries to save 10% on annual purchase volume. They try to process the purchase requisition within 5 days.

6. Production & Service Provision - The Company carries out production and service through controlled processes. All machinery and equipment required for the processes are maintained for accuracy & optimum performance. All measuring equipment used is calibrated in accordance with the company’s own procedure. Prior to the commencement of the project, management submits and validate all the materials and processes involved in the project through an external agency, appointed by the customer. The validation processes includes the following items as applicable contractually:

a. Review and approval of processes and functions as required for the project accomplishment.b. Review and approval of materials and equipment to be used in the project.c. Approval of qualified personnel and technical manpower been used in the project.d. Review and approval of required documentation.

Product is identified as per drawing number and cutting list dimensions. Where, and to the extent that, traceability is a specified requirement, individual products or batches have a unique identification, along with a QC sticker identification number. Traceability of items is limited to lot wise based on the work order issued for production. Materials are traced back as per delivery note of the material received on project site. The production department tries to achieve 80% of the production planned on time and for work orders

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they try to achieve 100% accuracy. The improvement of manpower productivity is also looked upon by this department. They also aim to reduce production re-work by 10%.

7. Installation - Installation process involve installation planning, including considerations ranging from unit sequencing to material handling and site logistics. Equipment needs are determined. Staging/hoisting areas, material delivery routing and other project specific requirements are also assessed. Field safety is also a paramount consideration that commences in unison with the initial installation planning. A project-specific safety plan is prepared following a site review to determine requirements for fall protection systems, overhead protection, and other site-specific hazards.

They have developed a custom, comprehensive installation strategy finely tuned to specific project requirements for each new project they undertake. Constructability review begins early in the design phase - more often than not before they are actually awarded a project - with facade systems designed to facilitate fabrication and installation, and thereby producing optimum economy. Their strategic pairing of lean manufacturing with just-in-time delivery minimizes the impact of the facade system installation on the building site in regards to both site storage and staging requirements; each a vital consideration for the increasingly dense, urban jobsites common today.

The main objectives kept during the installation process are to be in 100% compliance with the project quality requirements and reduction in accident rates.

8. Customer Satisfaction and Feedback - CRM team has been engaged in providing customer feedback to BAGI. The details of feedback & comments are distributed to all senior management of BAGI and the same gets discussed at the monthly/quarterly management review meetings.

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COMPANY ANALYSIS USING 7S FRAMEWORK

The McKinsey 7- S framework is a popular model used in organizations to analyze the environment to investigate if the company is achieving its intended objectives.

The name of the model can be explained by the fact that the model was developed by Tom Peters & Robert Waterman, consultants at the McKinsey & Company consulting firm.

The model proposes 7 interdependent factors – 3 hard ‘S’ i.e. strategy, structure, systems; and 4 soft ‘S’ i.e. shared values, skills, style and staff. The hard ‘S’ are more tangible, easily to define and easy to influence than the soft ‘S’.

1. Structure – BAGI uses a decentralized structure instead of a centralized one. Decentralized structure make them utilize individuals with a variety of expertise and knowledge for running various business operations. A broad-based management team helps to ensure the company has knowledgeable directors or managers to handle various types of business situations.

2. Strategy – The India operations of BAGI were started only a year and a half ago but the company has shown an excellent growth with a turnover of around Rs. 255 crores. The top management has seen the market potential in India and has taken initiatives in

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expanding the business. The company has recently expanded its operations by opening up an another factory in Manesar. The company aims to have a 20% growth in terms of revenue and is trying to increase its customer base. They have also setup a joint venture with a French company Profils Systemes to increase their product range. Also company aims to have atleast one project ongoing in every metro city.

3. Systems – BAGI has empowered itself with sophisticated MIS systems which keep track of the various transactions that occur everyday. Such IT initiatives have helped BAGI in maintaining the efficiency. ERP systems like Tally ERP is being used by the company in order to have information available and updated for all the departments. Construction and target programs are prepared using Primavera or MS Project and each program contains a well-defined critical path, starting and finishing milestones, manpower planning for each activity, equipment planning for each activity.

4. Shared Values - Every employee at BAGI knows that he/she is a partner in the effort of realizing BAGI’s vision, which is to become clients’ first choice for specialized facade solutions. Employees are given enough opportunities to rise in their respective fields. Employees are empowered and given the responsibility to take decisions depending upon their analysis of the situation. There is an effort to inculcate the spirit of team work so that every employee associates himself with the team BAGI in some way or the other.

5. Skills - There is a concerted effort towards achieving the following:

Maintenance of high quality Keeping the costs down to a minimum Promotion and Advertising Awareness about grass root problems Technological advancements in the field

In order to achieve the above objectives the employees are trained and emphasis is laid on developing the following skills among them:

Strategic Management skills Interpersonal skills Soft skills Leadership skills Technological skills

6. Staff - The total number of people employed by BAGI is about 50. The employees belong to different regions and have different educational qualifications. For production and

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installation purposes the company uses labours on contractual basis. They hire both skilled and unskilled labour depending on the project requirements.

7. Style - BAGI is a company where a lot of effort is laid on discipline. Employees are very methodical in whatever work they do. This is a style that is prevalent in the entire organization and it gives them a distinction amongst other companies in this sector.

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INDUSTRY ANALYSIS USING FIVE FORCES MODEL

1. Threat of New Entrants - There are substantial barriers to entering this industry due to the large initial investment and strong financial capability required to set up and operate a manufacturing business equipped with advanced technology and research and development capabilities. Setting up and operating a facade business requires significant investment and financial support to pay for the technology, equipment, specialists, and factory production facilities. As materials and labor costs become increasingly expensive, the investment required in the industry becomes higher. As credit has tightened after the recent financial crisis, financing projects by borrowing has become much more difficult. As a result, facade manufacturers that possess strong financial capabilities are best positioned to capture future growth opportunities. The facade industry is a technology-intensive industry, and competitors must be well equipped to meet the specifications and requirements of a variety of projects. It is therefore important for competitors to possess the technological capabilities to serve high-end projects which require particular functionality in the curtain walls.

2. Threat of Substitute Products - The window wall has emerged as a design alternative to conventional curtain wall to meet the market requirements of aesthetics, ventilation, flexibility, cost and speed. People want living spaces to have a residential feel versus that of an office. Window walls can offer design features to meet these expectations such as various ventilating styles from projected casement to sliding windows, as well as terrace and sliding glass doors, all seamlessly integrated in the design. Window walls optimize the cost savings component by offering savings in material, labor to install and caulking

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for weathering when compared with curtain wall systems. Since curtain walls are much easier to install and also the maintenance cost is very low as compared to window walls, the substitute doesn’t offer much threat to the curtain wall industry.

3. Competitive Rivalry within the industry - The curtain wall market is architect-driven and is expected to focus on the needs and expectations of architects over the next three years. There is currently a growing demand from architects for photovoltaic curtain wall systems of different colors and sizes, as well as larger glass sizes in different colors. The way the industry is growing the competition has also become intense among the players in this industry. With India focusing on infrastructure investments and the ongoing urbanization of many parts of the country, India has created significant demand for construction and it is expected to continue for at least three years. The growing demand has enabled the others with strong financial capabilities to enter this industry and make the competition more intense.

4. Bargaining Power of Suppliers – The main components which BAGI needs for manufacturing is the extruded aluminium and glass. Apart from these there are other small components like silicon, aluminium brackets, channels, etc. which are needed to complete a product. NALCO rates are applied for the raw aluminium and then extrusion rates are applied according to the design. BAGI gets its extruded aluminium mostly from big suppliers like Jindal, Agarvanshi, and Royal Touch and also sometimes they would import it from UAE. All the suppliers would have the same dye which is used for the extrusion process and therefore the availability is not an issue for BAGI. Similarly, the glass is also made available from suppliers in Chennai, Hyderabad and Mumbai. BAGI has established good relationships with its suppliers and also because of the reputation of Al Fara’a they have been able to get their supplies timely and cost effectively. Since, the same product is available at all the suppliers, the bargaining power of suppliers is very moderate. Also when the client requirements gets specific the bargaining power of suppliers becomes high as not every supplier can meet those requirements.

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PROJECT WORK

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INTRODUCTION

About The ProductCurtain wall is a term used to describe a building facade which does not carry any dead load from the building other than its own dead load. These loads are transferred to the main building structure through connections at floors or columns of the building. A curtain wall is designed to resist air and water infiltration, wind forces acting on the building, seismic forces, and its own dead load forces.

Curtain walls are typically designed with extruded aluminum members, although the first curtain walls were made of steel. The aluminum frame is typically infilled with glass, which provides an architecturally pleasing building, as well as benefits such as day lighting and environmental control. Other common infill include: stone veneer, metal panels, louvers, and operable windows or vents.

Curtain walls differ from storefront systems in that they are designed to span multiple floors, and take into consideration design requirements such as: thermal expansion and contraction; building sway and movement; water diversion; and thermal efficiency for cost-effective heating, cooling, and lighting in the building.

There are several systems for aluminium curtain wall system, including stick system, semi-unitized system and unitized system.

a) Stick wall system - This is the earlier design of curtain wall technology. The wall is installed piece by piece. Usually, the mullion members (which is vertical member) are installed first, followed in turn by the transom members (which is horizontal rail member), and finally the glazing or window units. However, in designs accenting the horizontal lines the process may be altered to first install the larger transoms. In either case, the transom and mullion members are often long sections designed to either be interrupted or extended through at their intersections. The stick wall system was used extensively in the early years of metal curtain wall development, and is still widely used in greatly improved versions. Some contractors consider it to be superior to other systems.

The characteristics of this system are its relatively low shipping and handling costs, because of minimal bulk, and the fact that it allows some degree of dimensional adjustment to site conditions. Its disadvantages are the necessity of assembly in the construction site, rather than under controlled factory conditions, and the fact that pre-glazing is obviously impossible.

b) Semi-unitized System (Hybrid system) - After a period of time, semi-unitized design was occur in curtain wall technology. In this system, the mullion members are separately installed first, then pre-assembled framing units are placed between them. These units may be full story height, or they may be divided into a spandrel unit and a vision glass unit.

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Hybrid system is advantage to use when for long span of two floors, which can be reinforced by steel. This system need large amount of labour for field jointing work and the erection time is comparatively greater.

c) Unitized curtain wall system - For modern technology, unitized curtain wall system was invented. This system is composed entirely of large frame units pre-assembled at the factory. The mullion member join to the top and bottom transom member, and with a vision glazed glass panel. The production of whole panel are under controlled at the factory, where the process can be carefully inspected, and facilitates rapid enclosure of the building with a minimum of field labor and relatively few joints.

There are 3 curtain wall systems, based on the method of installation, which have been most commonly used to date. It should be obvious that aluminum curtain wall design, contrary to variable condition, is by no means limited to grid patterns, or to patterns accenting either vertical or horizontal lines. More and more, other forms of aesthetic expression are appearing, such as virtually flush walls, walls with little or no exposed framing, walls in which exposed metal serves as a permanent form for concrete framing or fireproofing, and other fresh new concepts.

Perhaps in the future, some of these innovations will become common systems deserving identification, but at present no attempt is being made to tag them. They are referred to simply as ‘other system’, and as the design potentials of aluminium curtain wall are further explored there will certainly be more systems other than the aforesaid typical systems.

Modern curtain wall system – Unitized curtain wall system

The Unitized curtain wall is the most airtight and weather resistant cladding and exterior wall system available. A glass and aluminum curtain wall fabricated in factory and installed as a panel system is referred to as a unitized curtain wall system. Unitized curtain wall will comprise glass vision panel and spandrel panel mounted in a prefabricated aluminium frame. Most of the system components are assembled in a plant under controlled working conditions. This promotes quality assembly and allows for fabrication lead-time and rapid closure of the building.

The unitized system is assembled on the building as panels. The structural section around the panel is fabricated as half sections instead of a whole section, which mate at assembly time to form the curtain wall system. The panels are installed in shingle fashion, starting either from the bottom or top of the building and going around each floor until the whole building is dressed up.

While the unitized system offers many advantages with respect to quality assembly and speed up the site construction time, there is one design concern with respect to installed performance and durability. In a unitized system, there are three joint along every mullion and transom. These include the two glasses to aluminium joints and a third joint at the junction between the half mullions and half rails. Should an air or water leak develop at the third joint, there is usually no

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practical method of accessing the in-between panel joint of repair unless the manufacturer has provided a serviceable joint system design.

In a unitized system, the manufacturer must rely on qualified installers to ensure that the air seals are properly installed between the split mullions. Nevertheless, the unitized system is the most popular facade system according to one manufacturer and it has performed satisfactorily when installed correctly.

BAGI has a range of aluminium facades under the Tanagra series with unique structure that provides new possibilities and has proven to be a product perfectly adapted to international standards. This range is ideal as it’s faster to manufacture and to install for large glazed surfaces.

Tanagra aluminum facade - The Tanagra curtain wall series allow to realize many kinds of facade with a unique structure: grid aspect, horizontal capping, VEC, VEP, skylight and sunshades. Tanagra is also available in a solar version. Horizontal capping, grid aspect and skylight can integrate solar panels. Tanagra gives new possibilities to the curtain walls.

Tanagra aluminum skylight - Tanagra skylight is made to give luminance to a project. Compounded of aluminum transoms and mullions, this skylight is perfectly impenetrable.

Tanagra photovoltaic facade - With its different versions (traditional grid, horizontal capping, VEC, VEP, skylights), this curtain wall can integrate photovoltaic panels. A photovoltaic solar generator integrated in the skylight or in the curtain wall can totally or partially create electricity produced by solar panels. Electricity is bought by EDF with preferential prices.

UUS Passage aluminum facade - This facade has been thought for high rise buildings called “tall buildings”. It’s one of their very latest innovation. It’s possible to realize VEP and VEC aspects. But it’s possible structure allows also to create concave or convex facades with angle from 150° to 190°.

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Nature of the ProblemThe design and construction of commercial buildings faces a multitude of demands such as aesthetics, cost, energy efficiency, and occupier comfort; with facades on both new and re-used buildings playing a key role in helping to meet these demands. The process of facade selection is aided by an excess of decision-making tools, yet facade decisions are often largely guided by cost and aesthetics. Poorly specified facades can potentially expose developers, owners and occupiers of commercial buildings to risks such as poor thermal comfort, glare, and increased operational costs. The aim of this project is to explore the current state of facade decision-making, with the objectives of discovering who is making the decisions and when, and what problems are perceived and what potential solutions might exist.

Objectives of the Problem1. Establish who makes facade decisions for commercial buildings, and when;

2. Identify the problems perceived with facade decision-making;

3. Explore the potential solutions to the problems in facade decision-making.

Expected BenefitsFacade decision-making involves multiple participants, including: "client, design team, main contractor, specialist subcontractors, and manufacturers”. Reaching a consensus in multidisciplinary team can be very difficult, yet literature relating to facade decision-making appears to refer more to building simulation or multi-criteria analysis, as opposed to investigating the human element. Where it does focus on participants in decision-making in design and construction, much of its focus is on the architect. This would help address this gap in the knowledge by providing an insight into facade decision making in today's construction industry.

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MethodologyExploratory study has been used to discover the state of facade decision-making in today’s construction industry.

Semi-structured interviews have been conducted for data collection in which the role of the interviewee in the construction industry and his/her experiences in facade decision-making were asked. Also to determine at what stage the facade decisions are made, one question asked was at what stage of plan of work the interviewees generally observed decisions as being made. The Plan of Work is comprised of the following stages: a) Appraisal; b) Design Brief; c) Concept;

d) Design Development; e) Technical Design; f) Product Information; g) Tender documentation; h) Tender Action; i) Mobilization; j) Construction to Practical Completion; and k) Post Practical Completion.

The interviews for this study had been grouped into four categories: Client, architect, facade consultant and contractor. The method used for sampling is convenience as the list for clients, architects, consultants and contractors was already known.

The data set size is a limitation of this study as most of the people contacted for the interview were very busy with their schedule. Also the people who have been interviewed were giving their responses based on the general building experiences and not regarding some specific buildings. So this can be considered as indicative but this cannot be used to draw definite conclusions as to the points at which decision-making might occur in a project.

Results and DiscussionEleven semi-structured interviews were conducted with personnel involved in facade selection, which were categorized by the following roles: client (2), design team (4), consultant (3) and contractor (2).

Role Position Building

typeClient Assistant Operations Manager CClient Environmental Manager CDesign Junior Architect RDesign Design Engineer CDesign Draftsman CDesign Structural Engineer R&CConsultant Assistant Facade Consultant CConsultant Assistant Project Manager CConsultant Project Manager R&CContractor General Manager R&C

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Contractor Assistant Manager R&C

Building Type: R = Residential and C = Commercial

How the facade decisions are being made and the influential roles

When asked about how the decision-making was carried out, the interviewees made little mention of decision-making tools.

Two interviewees: client (1), and facade contractor (1), mentioned whole life cost analysis, while one consultant mentioned life-cycle cost analysis in relation to the decisions made by owners.

Another consultant mentioned simulation software in relation to assessing facade designs with the purpose of trying to influence the client to increase the level of insulation.

A few of the interviewees felt that the construction industry is changing and that the days when the architect was at the top are long gone. Despite comments about the changing industry, the interviewees still generally considered that architects were responsible for the initial facade decisions (reflecting the tendency for design and construction research to focus on the architect).

Some interviewees (consultants and contractors) felt that they had no direct involvement in the facade decision-making, but tried to influence decisions where possible. The contractors try to make facade decisions at a later stage (post-tender), if possible, for the purpose of achieving cost and time reductions in the overall build. The client and the architect are seen as having the most say in facade decision-making, with the architect appearing to play a very 'commanding role', in which the interviewees opinion differed.

When the facade decisions are being made

To investigate when facade decisions are generally being made, the interview sample group were asked to state, at which stages in the Plan of Work, they had observed facade decisions taking place. These observations reflect the interviewees' general building experience and therefore, are only indicative in nature.

The results show that the majority of the observed facade decision-making occurs during the Preparation and Design stages of a project.

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preparation

design

pre-construction

construction

0 5 10 15 20 25

Work Stages in which facade decisions were observed

client architect consultant contractor

Problems perceived in the facade decision-making and suggested solutions

The problems that the interviewees perceived as occurring in facade decision-making are shown together with their suggested solutions. Cost is a key factor in making good decisions, but not simply the total cost of procuring the facade. Other important cost factors include: paying adequate fees at an early stage in the design process to ensure that the right decision is made by the right people; and analyzing the expected payback in terms of energy saving, but accepting that it might not 'win' the business case, in the face of less tangible gains, e.g. occupier satisfaction, maintaining the company brand. Collaborative working appears to be another way in which the perceived problems in facade decision-making can be improved. This collaboration can be among many roles and in varying combinations: architect and planner; lead architect with colleagues from the design team; client and consultant; or indeed, a whole project team of construction professionals collaborating at a project workshop dedicated to the facade.

Perceived Problem – Business case:

Justifying the re-cladding of buildings; short-term view when making facade decisions.

Suggested Solution:

The driver is not always cost; benefits can come from other areas, such as managing the company brand, attracting customers and retaining staff.

Perceived Problem – Energy & Efficiency:

The client needs the building as energy efficient as possible; increasingly stringent standards.

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Suggested Solution:

A business case for refurbishment may see aesthetics as secondary to performance (though some architects may not think this way).

Perceived Problem - Fees:

Making the wrong decision; having to value engineer at a later stage to reduce costs.

Suggested Solution:

Paying fees up-front so that the client gets the right advice and the right decision; paying for a full consultant team at the start, so that a quantity surveyor is involved from the outset.

Perceived Problem - Planners:

Facade material rejected for not being local enough; planning approval delayed due to other complications; planners lacking knowledge in material durability; planners lacking an understanding of the architects' design intent.

Suggested Solution:

Get the planner on-board early in the design stage; produce options; produce a mock-up of the facade for the planner to review; increase the number of project design workshops purely devoted to facades; create a project checklist of facade design issues; take time to consider the options; no one system will fit all projects; better training.

Perceived Problem - Quality:

Facade system must be well built; design and build procurement allows flexibility for the contractor to cut corners; material faults; led by aesthetics rather than function; installation standards; build ability; maintenance in-use.

Suggested Solution:

25-year guarantee; collaboration to make a proper informed decision; pay for a full design team up-front so that full details are already produced when the job goes to tender; increase the number of project design workshops purely devoted to facades; Clerk of Works' role important to installation quality; craftsmanship - need to go back to grassroots.

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CONCLUSIONThis project has sought the opinions of different participants in the facade selection process, to explore and discover the current state of facade decision-making in today's construction industry. It has focused on facades on multi-storey buildings, due to the increasing prominence of multi-storey buildings as a result of the global trend towards urbanization. The decision-making observations against the Plan of Work indicate that certain participants might tend towards decision making at different times in the project process. Architects are shown as leading the initial facade decisions; with consultants influencing these decisions where possible. Contractors are shown as attempting to make decisions at a later stage, post-tender, to potentially achieve cost and time reductions. The final facade decisions are made by the client, with planners giving ultimate approval. Very few decision-making tools were revealed as being used: namely whole life cost analysis, life cycle cost analysis and simulation.

LEARNINGS FROM THE SUMMER TRAINING

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The eight week project at Al Fara’a Group has helped me learn a lot of things regarding management and personality development, which I am sure, would shape a better career for me. Some of these learning are mentioned below:

I. Application of Marketing Management

The concepts taught in marketing management were really helpful. Some of the concepts applied are:

‘Customer is King’ – it stand true and steadfast. It is the prime responsibility of everyone in an organization to ensure that customer receives king like treatment for healthy customer relationships.

Business to business sales process is a formalized and complex decision making process and has larger turnaround time than business to consumer sales cycle.

Qualification of prospects requires high skill level and that quality is of prime importance when it comes to lead identification.

Segmentation is the key to success when tapping a target market. Without proper segmentation, a large amount of effort, time and money is wasted.

Data gathered through market study is of no use without a proper analysis. Only if analyzed well, relevant marketing information is obtained to make a marketing decision.

II. Application of Organization Behavior

Many aspects of organization behavior were observed during the initial period of internship:

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Allowing employees to take independent decisions fuels a spark of confidence in them and could lead to increased productivity.

With strong and affluent leadership skills, managers are able to create an atmosphere of high morale and positive competition to develop oneself.

Managers are required to play various roles as mentors to employee by being a friend, guide and role model to inspire for better work life.

Review and feedback is a regular process and that positive critical feedback acts as a source of motivation.

III. Application of Written Analysis and Communication

The report writing skills developed through the sessions at the Institute has helped tremendously in formally structuring the report with minimum number of words and still being able to clearly convey the message. The presentation skills developed through the same series of sessions has helped me in confidently presenting my work at the organization in front of the top management.

IV. Interpersonal Skills

In the period that I spent in office, I was able to establish relationships with a number of employees and did not find it difficult to interact with people across hierarchy right from vice president level to a peon level. A continuous client interaction has helped me further hone my interpersonal skills.

V. Team Work

Ideas always mature when discussed with others – this was one of the most important learning. While thinking in isolation, one happens to miss a number of aspects, which could be overcome with the help of team discussions. Any success is the success of the team and that everyone in a team contributes in one or the other way.

VI. Consistency

Good performances could be easily forgotten due to one bad performance and thus performance needs to be consistently maintained in an organization. One time success does not bring credibility. In order to perform well, all aspects of a task have to be done with utmost attention. Perseverance is another important factor in sales process as multiple attempts have to be made to be able to establish credible contacts.

VII. Listening Skills

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In order to be able to gather information from clients, rapt attention and good listening skills are essential. Most of the data collection errors are due to incorrect data entry.

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