The document discusses challenges in construction project management and production. It notes the tension between order-based production, which values efficiency, and chaos/creativity. It also discusses the development of construction practices from an emphasis on standardized, mass production approaches to more unique, customized approaches. Off-site production is presented as a potential strategy to achieve benefits of both standardized and unique approaches through mass customization.
The document summarizes a conference on the future of the architectural profession. It includes poll questions, key findings from research presented by Hans Wamelink and Kristina Lauche on innovating business models and roles for architects. Nathalie de Vries from MVRDV discusses changing roles from the perspective of an architecture firm. Fred Schoorl presents future scenarios around technology, ecology, and economy. Peter Russell discusses educating the next generation of architects. The conference concludes with a debate on provocative statements and wrapping up what was heard.
This document provides information about the upcoming 32nd annual conference of the Association of Researchers in Construction Management (ARCOM) that will take place in Manchester, UK in 2016. The conference theme is "Construction Work and the Worker?" and will explore how technological and social changes have transformed construction work and workers. It lists important conference dates and calls for papers on this theme or related topics like project management, health and safety, sustainability, and more. Papers will be peer-reviewed and presented at the conference, with proceedings published afterwards. The document also describes 9 thematic tracks for submissions in more specialized areas like BIM, organizational studies, extreme weather, and sustainable construction.
A very unique way of looking at construction of portfolios. A very appreciated concept and first of its kind technique, which is beneficial for any investment philosophy. No matter if you are a fundamental investor or technical, this is for you.
The full toolkit is available only for our Growth Team Members.
To date we have published toolkits for: Merger & Acquisition, Geographic Expansion, New Product Development, New Product Launch, Competitive Strategy, Distribution Channel Optimization, and Vertical Market Expansion, Strategic Partnerships, and Customer Strategy.*
This document discusses various aspects of production planning and control, including demand forecasting, aggregate production planning, scheduling, workforce planning, materials requirement planning, capacity planning, production control using just-in-time, and shop-floor control. It addresses decisions around acquiring, utilizing, and allocating limited production resources to meet objectives while considering constraints. The main goal is to make appropriate production decisions around workforce levels, lot sizes, overtime, and sequencing.
Engineer to Order (ETO) manufacturing allows companies to create work orders, parts lists, and routings for unique products without pre-creating item masters, BOMs, or routings. This document discusses how Oracle EnterpriseOne v9.1 can be used to implement "Parts on the Fly" (POF) within an ETO project. POF allows one-time parts to be purchased and tracked using lot traceability without creating unnecessary records. Key steps include configuring costing, consolidating requisitions to POs, auto-issuing received parts, and updating planned costs as the project progresses. While flexible, POF is limited to ETO projects and cannot be used with standard manufacturing or costing
Energy efficient construction and trainig practices - 1 BasicsMotiva
Best Energy Efficient Construction and Training Practices - 1 Basics
Material is primarily intended for further-education purposes for professional workers. Material can be used in teaching in classroom or self-study.
Teachers and students can use the power point material as a whole or they can pick up the most useful parts.
Including: Energy and moisture of building site, Construction site heating, U-value, Air humidity and condensation point, Drying,and Ventilation.
Co-funded by the intelligent Energy Europe Programme of the European Union. The sole responsibility for the content of this publication lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the EASME nor the European Commission are responsible for any use that may be made of the information contained therein.
The good practices and principles required for the energy efficient building have been included in the teaching material. The writers are not responsible for their suitability to individual building projects as such. The individual building projects have to be made according to the building design of the targets in question
The document summarizes a conference on the future of the architectural profession. It includes poll questions, key findings from research presented by Hans Wamelink and Kristina Lauche on innovating business models and roles for architects. Nathalie de Vries from MVRDV discusses changing roles from the perspective of an architecture firm. Fred Schoorl presents future scenarios around technology, ecology, and economy. Peter Russell discusses educating the next generation of architects. The conference concludes with a debate on provocative statements and wrapping up what was heard.
This document provides information about the upcoming 32nd annual conference of the Association of Researchers in Construction Management (ARCOM) that will take place in Manchester, UK in 2016. The conference theme is "Construction Work and the Worker?" and will explore how technological and social changes have transformed construction work and workers. It lists important conference dates and calls for papers on this theme or related topics like project management, health and safety, sustainability, and more. Papers will be peer-reviewed and presented at the conference, with proceedings published afterwards. The document also describes 9 thematic tracks for submissions in more specialized areas like BIM, organizational studies, extreme weather, and sustainable construction.
A very unique way of looking at construction of portfolios. A very appreciated concept and first of its kind technique, which is beneficial for any investment philosophy. No matter if you are a fundamental investor or technical, this is for you.
The full toolkit is available only for our Growth Team Members.
To date we have published toolkits for: Merger & Acquisition, Geographic Expansion, New Product Development, New Product Launch, Competitive Strategy, Distribution Channel Optimization, and Vertical Market Expansion, Strategic Partnerships, and Customer Strategy.*
This document discusses various aspects of production planning and control, including demand forecasting, aggregate production planning, scheduling, workforce planning, materials requirement planning, capacity planning, production control using just-in-time, and shop-floor control. It addresses decisions around acquiring, utilizing, and allocating limited production resources to meet objectives while considering constraints. The main goal is to make appropriate production decisions around workforce levels, lot sizes, overtime, and sequencing.
Engineer to Order (ETO) manufacturing allows companies to create work orders, parts lists, and routings for unique products without pre-creating item masters, BOMs, or routings. This document discusses how Oracle EnterpriseOne v9.1 can be used to implement "Parts on the Fly" (POF) within an ETO project. POF allows one-time parts to be purchased and tracked using lot traceability without creating unnecessary records. Key steps include configuring costing, consolidating requisitions to POs, auto-issuing received parts, and updating planned costs as the project progresses. While flexible, POF is limited to ETO projects and cannot be used with standard manufacturing or costing
Energy efficient construction and trainig practices - 1 BasicsMotiva
Best Energy Efficient Construction and Training Practices - 1 Basics
Material is primarily intended for further-education purposes for professional workers. Material can be used in teaching in classroom or self-study.
Teachers and students can use the power point material as a whole or they can pick up the most useful parts.
Including: Energy and moisture of building site, Construction site heating, U-value, Air humidity and condensation point, Drying,and Ventilation.
Co-funded by the intelligent Energy Europe Programme of the European Union. The sole responsibility for the content of this publication lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the EASME nor the European Commission are responsible for any use that may be made of the information contained therein.
The good practices and principles required for the energy efficient building have been included in the teaching material. The writers are not responsible for their suitability to individual building projects as such. The individual building projects have to be made according to the building design of the targets in question
Energy efficient construction and training practices - 5 Stone housesMotiva
Best Energy Efficient Construction and Training Practices - 5 Stone houses
Material is primarily intended for further-education purposes for professional workers. Material can be used in teaching in classroom or self-study.
Teachers and students can use the power point material as a whole or they can pick up the most useful parts.
Including: Energy efficient structures, connections and joints in stone houses.
Co-funded by the intelligent Energy Europe Programme of the European Union. The sole responsibility for the content of this publication lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the EASME nor the European Commission are responsible for any use that may be made of the information contained therein.
The good practices and principles required for the energy efficient building have been included in the teaching material. The writers are not responsible for their suitability to individual building projects as such. The individual building projects have to be made according to the building design of the targets in question
The last few years have been tough on the construction and real estate industries as construction
projects have been abandoned all over the world, with a high preponderance in the United States.
The economy continues to post high job losses, and though the employment outlook has improved
marginally, the wait-and-see attitude that has permeated the industry is likely to continue, with
recovery continuing at a slow pace.2
Developing Business
But just because “business is slow” doesn’t mean you can’t do something to improve the health of
your business. Innovation and motivation pay off. Construction firms can develop steady flows of
revenue by simultaneously addressing customer service and driving home fast, quality outcomes at
a competitive price.
In addition to actively managing your employees, assets, and ongoing projects, construction
executives need to be able to look to the future—gathering contacts, networking, nurturing potential
business relationships, and seeking additional clients is an important step in building that future.3 One
Phoenix-based construction company, Andale Construction, was able to go from a modest firm to an
organization managing two government projects with an $80 million budget because of the owner’s
determination, desire to learn, and ability to network and find out about opportunities such as those
offered to small businesses certified as “disadvantaged” by the U.S. Small Business Administration.
Sales lead generation has never been more important to marketers targeting construction decision makers, whether construction firms or building product manufacturers. This fact is reinforced by a recent Construction Marketing Association survey—2015 Construction Marketing Outlook—which ranked Lead Generation as one of the top priorities for next year.
So to understand where construction marketers are with lead generation—a baseline—we conducted another survey and share the results here, along with some checklists of key lead generation types, and an evaluation of the two largest lead services in the construction market—McGraw-Hill Dodge Reports and Construction Market Data. Finally, we identified several other construction lead sources that tend to specialize in regions, type of construction project or service offerings.
A recent (2015) survey about lead generation in construction conducted by the Construction Marketing Association via SurveyMonkey posed the following questions:
1. What lead generation techniques or sources do you use in marketing to the construction industry?
2. Which lead generation technique/source has shown the best results for your company?
3. Which lead generation technique/source has shown the worst results for your company?
4. Which lead generation technique/source do you foresee using more in the future?
5. What type of company are you?
Strategy and Business Development Practices in the Danish Construction Indust...Christian Thuesen
Each construction company unintentionally engages in limited business development as a byproduct of focusing on individual projects. Their strategies are non-systematic and reactive instead of conscious and proactive. While top management wants to prioritize strategic planning, they lack time due to prioritizing daily operations. As a result, construction companies compete in a saturated market and would benefit from a more innovative approach to business development that involves the whole organization and breaks from traditional practices. Adopting formal strategic management tools and focusing more on the company than the individual profession could help construction firms better develop strategies to differentiate themselves and improve long-term competitiveness and earnings.
Under construction: a digital strategy TMStefaan Maene
The document discusses the importance of understanding the digital consumer. It notes that consumers now act as brand spokespeople through social media and expect companies to listen to them. It emphasizes the need to be present on social networks and support trends that fit the brand. Companies can only guide consumers by being actively involved in digital spaces, as information spreads widely and is out of any one entity's control. Understanding insights about consumers and how they use technology is key to developing an effective digital strategy.
Production Planning Control, Demand Forecasting, Aggregate Production Planning, Strategies of Aggregate Planning . Scheduling
Workforce Planning
Materials Requirement Planning
Capacity Planning
Production Control using JIT
Shop-Floor Control
Introduction to supply chain managementAhmed Gamal
The document provides an introduction to supply chain management and manufacturing. It discusses the components of the manufacturing business model including defining products and customers, designing products and processes, managing material flow, and providing customer service. It also covers manufacturing environments like engineer-to-order, make-to-order, assemble-to-order, and make-to-stock. Additionally, it presents an overview of manufacturing planning and control including objectives like meeting customer demand and ensuring availability of materials and capacity. Finally, it discusses the evolution of systems from MRP to ERP and the impact of new philosophies like lean, total quality management, and six sigma.
Short strategic analysis on costruction Industry focused on NCC DK construction company.
NCC is one of the leading construction and property development companies in the Nordic region. The Group had sales of SEK 58 billion in 2013, with approximately 18,500 employees.
Pearl River Piano was established in 1956 in Guangzhou, China and has since expanded to become one of the largest piano manufacturers in the world. It identified the US market as a niche opportunity for its lower priced, high quality pianos. In the late 1990s, Pearl River Piano set up a US sales subsidiary to directly export to the US, allowing it to circumvent trade barriers and distribution challenges. This direct investment entry strategy provided Pearl River Piano with greater control and knowledge of the local US market compared to alternatives like exporting, licensing, or joint ventures.
The Supply-Chain Operations Reference-model (SCOR) is a process reference model that has been developed and endorsed by the Supply-Chain Council (non-profit consortium) as the cross-industry standard diagnostic tool for supply chain management. It is a proven methodology and tool that has been successfully applied and implemented in Fortune 500 firms.
Este documento presenta un resumen de un trabajo de monografía sobre el sistema Kanban. El objetivo es inducir a estudiantes de ingeniería industrial y áreas afines sobre los beneficios del sistema Kanban para mejorar la eficiencia productiva en micro, pequeñas y medianas empresas. El documento analiza los antecedentes, principios, definiciones, funciones e implementación de Kanban. También cubre temas como el entrenamiento de personal, comparación con otros sistemas de inventario y ejemplos prácticos de aplicación de Kanban.
The document outlines the strategies and performance of "The A Team" shoe company. It discusses their strategic vision of being a low-cost industry leader to provide reasonably priced quality shoes. It also summarizes their targets for the next two years which include evolving their branded and private label competitive strategies through various measures like pricing, production capacity, and advertising. The document also discusses their production, workforce, and finance strategies and closest competitors in branded and private label footwear. It concludes with lessons learned like spending money to achieve higher profits and focusing on closest competitors.
The document discusses various topics related to production planning and control, including demand forecasting, aggregate production planning, scheduling, workforce planning, materials requirement planning, capacity planning, production control using just-in-time, and shop-floor control. The objective of production planning and control is to make appropriate decisions around resource acquisition, utilization, and allocation given constraints. This includes determining workforce levels, production lot sizes, overtime assignments, and production sequencing.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
The document discusses elements of developing a business intelligence strategy, including understanding an organization's BI maturity level, aligning metrics and goals across different business units, establishing a Business Intelligence Competency Center, and determining whether to build a BI solution from scratch or purchase pre-built BI applications. It provides an overview of various components that should be considered when creating a comprehensive BI strategy.
The document discusses production planning in SAP. It covers key modules like sales and operations planning, master production scheduling, material requirements planning, bills of material, work centers, routings and operation costing. The goal of production planning is to integrate sales forecasts with manufacturing capabilities to generate production and procurement plans.
The document discusses the importance of "education-supporting research" (ESR) for developing Norway's innovation capability in information and communication technology (ICT). It defines ESR as research that supports and strengthens higher education quality, recruitment, relevance, and strategic development. The document argues that ESR has been crucial for establishing many of Norway's most important ICT innovation successes. It recommends that future public ICT research funding place a strong emphasis on ESR to sustain Norway's global position in ICT innovation and ensure sufficient innovation capability. The document also recommends setting targets to increase the number of PhD students in ICT and ensure a significant portion of their education is integrated into research projects.
This document provides an introduction to an engineering course, including information about the instructor, course topics, and meeting schedule. It discusses what engineers do, exploring different engineering fields and technologies. It covers personal and professional ethics, where to find information, and the engineering design process. Key points include engineering aims to solve problems and improve life, there are many engineering disciplines, and engineers follow codes of ethics to act responsibly and benefit society.
This document provides an overview of the history and development of Design and Technology as a subject in the UK curriculum from 1970 to the present. It traces how initially separate subjects like woodwork, metalwork, and home economics evolved into an integrated subject called Design and Technology. The document also shares definitions of technology, rationales for including D&T in the curriculum, and how the subject and content standards have changed over time to emphasize problem-solving, creativity, and preparing students for an increasingly technological world.
This document provides an introduction to strategic management of engineering enterprises. It discusses the changing business environment and need for enterprises to adapt through change management. It notes that successful enterprises can adapt to changes in markets and customer expectations. The document then discusses various concepts related to strategic management, including different approaches, disciplines, and techniques. It provides context on strategic management in the Philippines and how it applies concepts from systems engineering at the enterprise level.
The document discusses disruptive technologies and how businesses can use them to create new markets and value networks. It provides examples of in-memory computing, crowd sourcing workforces, digital engagement, wearables, social activation, DevOps, and cloud orchestration as disruptive technologies. It also summarizes Clayton Christensen's disruptive technology theory, which separates new technologies into sustaining or disruptive categories. Disruptive technologies lack refinement initially but can eventually displace existing technologies. Examples given include personal computers displacing typewriters and changing communication, and smartphones replacing devices like cameras and GPS units.
Energy efficient construction and training practices - 5 Stone housesMotiva
Best Energy Efficient Construction and Training Practices - 5 Stone houses
Material is primarily intended for further-education purposes for professional workers. Material can be used in teaching in classroom or self-study.
Teachers and students can use the power point material as a whole or they can pick up the most useful parts.
Including: Energy efficient structures, connections and joints in stone houses.
Co-funded by the intelligent Energy Europe Programme of the European Union. The sole responsibility for the content of this publication lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the EASME nor the European Commission are responsible for any use that may be made of the information contained therein.
The good practices and principles required for the energy efficient building have been included in the teaching material. The writers are not responsible for their suitability to individual building projects as such. The individual building projects have to be made according to the building design of the targets in question
The last few years have been tough on the construction and real estate industries as construction
projects have been abandoned all over the world, with a high preponderance in the United States.
The economy continues to post high job losses, and though the employment outlook has improved
marginally, the wait-and-see attitude that has permeated the industry is likely to continue, with
recovery continuing at a slow pace.2
Developing Business
But just because “business is slow” doesn’t mean you can’t do something to improve the health of
your business. Innovation and motivation pay off. Construction firms can develop steady flows of
revenue by simultaneously addressing customer service and driving home fast, quality outcomes at
a competitive price.
In addition to actively managing your employees, assets, and ongoing projects, construction
executives need to be able to look to the future—gathering contacts, networking, nurturing potential
business relationships, and seeking additional clients is an important step in building that future.3 One
Phoenix-based construction company, Andale Construction, was able to go from a modest firm to an
organization managing two government projects with an $80 million budget because of the owner’s
determination, desire to learn, and ability to network and find out about opportunities such as those
offered to small businesses certified as “disadvantaged” by the U.S. Small Business Administration.
Sales lead generation has never been more important to marketers targeting construction decision makers, whether construction firms or building product manufacturers. This fact is reinforced by a recent Construction Marketing Association survey—2015 Construction Marketing Outlook—which ranked Lead Generation as one of the top priorities for next year.
So to understand where construction marketers are with lead generation—a baseline—we conducted another survey and share the results here, along with some checklists of key lead generation types, and an evaluation of the two largest lead services in the construction market—McGraw-Hill Dodge Reports and Construction Market Data. Finally, we identified several other construction lead sources that tend to specialize in regions, type of construction project or service offerings.
A recent (2015) survey about lead generation in construction conducted by the Construction Marketing Association via SurveyMonkey posed the following questions:
1. What lead generation techniques or sources do you use in marketing to the construction industry?
2. Which lead generation technique/source has shown the best results for your company?
3. Which lead generation technique/source has shown the worst results for your company?
4. Which lead generation technique/source do you foresee using more in the future?
5. What type of company are you?
Strategy and Business Development Practices in the Danish Construction Indust...Christian Thuesen
Each construction company unintentionally engages in limited business development as a byproduct of focusing on individual projects. Their strategies are non-systematic and reactive instead of conscious and proactive. While top management wants to prioritize strategic planning, they lack time due to prioritizing daily operations. As a result, construction companies compete in a saturated market and would benefit from a more innovative approach to business development that involves the whole organization and breaks from traditional practices. Adopting formal strategic management tools and focusing more on the company than the individual profession could help construction firms better develop strategies to differentiate themselves and improve long-term competitiveness and earnings.
Under construction: a digital strategy TMStefaan Maene
The document discusses the importance of understanding the digital consumer. It notes that consumers now act as brand spokespeople through social media and expect companies to listen to them. It emphasizes the need to be present on social networks and support trends that fit the brand. Companies can only guide consumers by being actively involved in digital spaces, as information spreads widely and is out of any one entity's control. Understanding insights about consumers and how they use technology is key to developing an effective digital strategy.
Production Planning Control, Demand Forecasting, Aggregate Production Planning, Strategies of Aggregate Planning . Scheduling
Workforce Planning
Materials Requirement Planning
Capacity Planning
Production Control using JIT
Shop-Floor Control
Introduction to supply chain managementAhmed Gamal
The document provides an introduction to supply chain management and manufacturing. It discusses the components of the manufacturing business model including defining products and customers, designing products and processes, managing material flow, and providing customer service. It also covers manufacturing environments like engineer-to-order, make-to-order, assemble-to-order, and make-to-stock. Additionally, it presents an overview of manufacturing planning and control including objectives like meeting customer demand and ensuring availability of materials and capacity. Finally, it discusses the evolution of systems from MRP to ERP and the impact of new philosophies like lean, total quality management, and six sigma.
Short strategic analysis on costruction Industry focused on NCC DK construction company.
NCC is one of the leading construction and property development companies in the Nordic region. The Group had sales of SEK 58 billion in 2013, with approximately 18,500 employees.
Pearl River Piano was established in 1956 in Guangzhou, China and has since expanded to become one of the largest piano manufacturers in the world. It identified the US market as a niche opportunity for its lower priced, high quality pianos. In the late 1990s, Pearl River Piano set up a US sales subsidiary to directly export to the US, allowing it to circumvent trade barriers and distribution challenges. This direct investment entry strategy provided Pearl River Piano with greater control and knowledge of the local US market compared to alternatives like exporting, licensing, or joint ventures.
The Supply-Chain Operations Reference-model (SCOR) is a process reference model that has been developed and endorsed by the Supply-Chain Council (non-profit consortium) as the cross-industry standard diagnostic tool for supply chain management. It is a proven methodology and tool that has been successfully applied and implemented in Fortune 500 firms.
Este documento presenta un resumen de un trabajo de monografía sobre el sistema Kanban. El objetivo es inducir a estudiantes de ingeniería industrial y áreas afines sobre los beneficios del sistema Kanban para mejorar la eficiencia productiva en micro, pequeñas y medianas empresas. El documento analiza los antecedentes, principios, definiciones, funciones e implementación de Kanban. También cubre temas como el entrenamiento de personal, comparación con otros sistemas de inventario y ejemplos prácticos de aplicación de Kanban.
The document outlines the strategies and performance of "The A Team" shoe company. It discusses their strategic vision of being a low-cost industry leader to provide reasonably priced quality shoes. It also summarizes their targets for the next two years which include evolving their branded and private label competitive strategies through various measures like pricing, production capacity, and advertising. The document also discusses their production, workforce, and finance strategies and closest competitors in branded and private label footwear. It concludes with lessons learned like spending money to achieve higher profits and focusing on closest competitors.
The document discusses various topics related to production planning and control, including demand forecasting, aggregate production planning, scheduling, workforce planning, materials requirement planning, capacity planning, production control using just-in-time, and shop-floor control. The objective of production planning and control is to make appropriate decisions around resource acquisition, utilization, and allocation given constraints. This includes determining workforce levels, production lot sizes, overtime assignments, and production sequencing.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
The document discusses elements of developing a business intelligence strategy, including understanding an organization's BI maturity level, aligning metrics and goals across different business units, establishing a Business Intelligence Competency Center, and determining whether to build a BI solution from scratch or purchase pre-built BI applications. It provides an overview of various components that should be considered when creating a comprehensive BI strategy.
The document discusses production planning in SAP. It covers key modules like sales and operations planning, master production scheduling, material requirements planning, bills of material, work centers, routings and operation costing. The goal of production planning is to integrate sales forecasts with manufacturing capabilities to generate production and procurement plans.
The document discusses the importance of "education-supporting research" (ESR) for developing Norway's innovation capability in information and communication technology (ICT). It defines ESR as research that supports and strengthens higher education quality, recruitment, relevance, and strategic development. The document argues that ESR has been crucial for establishing many of Norway's most important ICT innovation successes. It recommends that future public ICT research funding place a strong emphasis on ESR to sustain Norway's global position in ICT innovation and ensure sufficient innovation capability. The document also recommends setting targets to increase the number of PhD students in ICT and ensure a significant portion of their education is integrated into research projects.
This document provides an introduction to an engineering course, including information about the instructor, course topics, and meeting schedule. It discusses what engineers do, exploring different engineering fields and technologies. It covers personal and professional ethics, where to find information, and the engineering design process. Key points include engineering aims to solve problems and improve life, there are many engineering disciplines, and engineers follow codes of ethics to act responsibly and benefit society.
This document provides an overview of the history and development of Design and Technology as a subject in the UK curriculum from 1970 to the present. It traces how initially separate subjects like woodwork, metalwork, and home economics evolved into an integrated subject called Design and Technology. The document also shares definitions of technology, rationales for including D&T in the curriculum, and how the subject and content standards have changed over time to emphasize problem-solving, creativity, and preparing students for an increasingly technological world.
This document provides an introduction to strategic management of engineering enterprises. It discusses the changing business environment and need for enterprises to adapt through change management. It notes that successful enterprises can adapt to changes in markets and customer expectations. The document then discusses various concepts related to strategic management, including different approaches, disciplines, and techniques. It provides context on strategic management in the Philippines and how it applies concepts from systems engineering at the enterprise level.
The document discusses disruptive technologies and how businesses can use them to create new markets and value networks. It provides examples of in-memory computing, crowd sourcing workforces, digital engagement, wearables, social activation, DevOps, and cloud orchestration as disruptive technologies. It also summarizes Clayton Christensen's disruptive technology theory, which separates new technologies into sustaining or disruptive categories. Disruptive technologies lack refinement initially but can eventually displace existing technologies. Examples given include personal computers displacing typewriters and changing communication, and smartphones replacing devices like cameras and GPS units.
Entrepreneurial Mindset as a "plus-and" to the T-shaped EngineerKEEN
From the 2016 KEEN Winter Conference: Ross Lee, professor at Villanova University explains how the entrepreneurial mindset is a "plus-and" to the "T-shaped" skillset. Learn more at www.EngineeringUnleashed.com/keen
Diversification. TT Recruitment Package -TMU 08.09 discusses recruiting and retaining technical students (those with backgrounds in IT, engineering, technology etc.) within AIESEC. It outlines the specific benefits these students bring, where to find them, and how to promote opportunities to appeal to their interests in solving complex problems, innovation, and professional skills development. The document recommends adjusting recruitment messages and using online channels to engage technical students. It also provides guidance on inducting, selecting, allocating roles to, and retaining technical student members.
The document summarizes an engineering with management program that aims to develop both technical and business skills. It outlines the core areas covered in each year of study, including engineering themes like mathematics and mechanics, as well as management themes like accounting and project management. Graduates will be prepared for a wide range of careers in fields like consulting, product design, manufacturing, and engineering management due to their blended technical and business skills.
This document provides an overview of the field of engineering. It discusses that engineering is involved in almost every aspect of modern life, from everyday items like phones and clothes to fields like healthcare, transportation, and renewable energy. The document outlines different educational paths into an engineering career, including school subjects, apprenticeships, college degrees, and on-the-job training. It notes that engineering careers offer variety, opportunity to travel, competitive salaries, and the ability to solve problems and design solutions to help people.
BTech (Bachelor of Technology) courses are undergraduate programs that focus on engineering and technology disciplines. These courses provide students with a strong foundation in scientific principles, problem-solving skills, and technical expertise.
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This document discusses a case study on applying systems thinking and circular design principles in an industrial engineering course. Students worked in teams on material-driven and overarching challenges. The researchers noticed collaboration between teams and with stakeholders. They analyzed two teams' challenges, collaborations, and stakeholder mentions. The researchers aim to understand the relationship between systems thinking training and collaborative attitude. Further research is needed to determine which factors favor collaboration in project-based learning. The researchers invite feedback on the theoretical grounding and research design.
Engineering design process and its structure. Identification
and analysis of need, product design specifications, standards
of performance and constraints.
Searching for design concepts; morphological analysis,
brainstorming. Evaluation of design concepts for physical
reliability, economic feasibility and utility.
Detailed design; design for manufacture, assembly, shipping,
maintenance, use, and recyclability.
Design checks for clarity, simplicity, modularity and safety.
Standardization and size ranges. Reliability and robust design.
Design organisation and communication, technical reports,
drawings, presentations and models.
Dave Franchino, president of the product development and innovation consultancy Design Concepts, takes a quick historic look at engineering education and the eight areas of focus necessary for educating tomorrow's engineers. The presentation was delivered on April 22, 2016, at the University of Wisconsin's Engineering Innovation Showcase.
The objective of this course is to introduce students to the basics of product design, including issues relating to product form and function, aesthetics, and consumer experience. Students will learn how to integrate creative ideas into appealing product designs for consumers. Current issues and cutting-edge topics in product design will be discussed, with special emphasis placed on examining designs within an Asian cultural context.
This document summarizes an engineering seminar on multidisciplinary engineering. The seminar discussed how engineering is becoming more multidisciplinary due to factors like globalization and more diverse workforces. It also discussed the faculty's approach to multidisciplinary engineering through its program educational objectives and outcomes, curriculum design, and examples of capstone design projects that integrate multiple disciplines. The benefits of multidisciplinary teams are that they allow for easier communication across disciplines and prevent projects from only being viewed from one perspective.
Recent evolution and future trend of project management - Prof. SoderlundStoà
This document provides an overview of a presentation by Jonas Söderlund on the future of project management. Söderlund is a professor who has researched project management. He discusses trends affecting project management, including globalization, specialization, and emerging economies. He identifies three main challenges: the international challenge of more international projects, the organizational challenge of more cross-company collaboration, and the technological challenge of more complex systems requiring cross-disciplinary knowledge integration. Söderlund analyzes how project management must adapt to address these challenges.
Why study Creative Technologies and Enterprise - Integrated MSc?
Find out more at: http://www.bathspa.ac.uk/schools/humanities-and-cultural-industries/courses/undergraduate/creative-technologies-and-enterprise-integrated-msc
Future industries depend upon people who are equipped with creative ideas, entrepreneurial skills and technological knowledge. Studying Creative Technology and Enterprise will prepare you for a rapidly-changing digital economy in which your ability to adapt on-the-fly and make innovative contributions will be your major resource. Underpinning your skills and knowledge will be a solid grounding in entrepreneurship, project management, software programming, and creative thinking. Through a series of creative projects you will have the opportunity to work with commercial and industrial partners to advance your understanding and experience the sector.
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Why we build the way we do, and what we can do about it!
1. Industrialization and off-site
production in construction?
Why we build the way we do…
and what we can do about it?
Christian Thuesen
chth@dtu.dk
dk.linkedin.com/in/matute
2. Challenges of Project based Production
Order
Disciplinary
Hierarchy
Standardized
Efficiency
Linear
Bureaucratic
Codifying
Chaos
Interdisciplinary
Network
Unique
Creativity
Iterative
Dynamic
Experimenting
Repetition
Class
Degeneration
Innovative
Individual
Stress
2
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
3. Agenda
□The development of construction
□Societal development
□Production practices in construction
□Off-site production in construction
□Is off-site production the right strategy?
3
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
4. Innovative learning
Enter the site:
http://m.socrative.com
And join room LC2013
4
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
5. Socrative Question
What characterizes a building?
Is it standardized or unique?
Standardized --------------------------------------- Unique
5
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
6. "If men define situations as
real, they are real in their
consequences“
William Isaac Thomas
7. The structuring myths of construction
“…a space of representation which bears no
relation of continuity with the dominant
'structural objectivity'. Myth is thus a principle of
reading of a given situation, whose terms are
external to what is representable in the objective
spatiality constituted by the given structure.”
(Laclau 1990: 61)
Myth
Reality
Standardized
Modern construction
(products and practices)
7
Unique
Postmodern
construction (products
and practices)
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Thuesen et al 2009/2013)
20. Agenda
□The development of construction
□Societal development
□Production practices in construction
□Off-site production in construction
□Is off-site production the right strategy?
20
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
21. Socrative Question
Are you similar or unique?
Similar ----------------------------------------- Unique
21
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
22. We are all unique… but also similar
Biologically
Cultural
we are all, regardless of race, genetically 99.9% the same
22
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
23. How unique are we?
23
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: Samsung
25. Generation Me
The book argues that those born after 1970 are more selfcentered, more disrespectful of authority and more
depressed than ever before… both as consumers and
employees.
25
DTU Management Engineering,
The Technical University of Danmark
Some interesting quotes:
• "In the early 1950s, only 12% of teens aged 14 to
16 agreed with the statement 'I am an important
person'. By the late 1980s, an incredible 80%,
almost seven times as many, claimed they were
important“
• " 81,384 high school and college students ...
completed questionnaires measuring what
psychologists call 'agency': a personality trait
involving assertiveness, dominance, independence,
and self-promotion ... the average 1990s college
student scored higher than 75% of college boomers
from the 1970s“
• "Seventy percent of late-1990s high school
students expected to work in professional jobs,
compared to 42% in the 1960s ... In 1999, teens
predicted they would be earning, on average,
$75,000 by the age of thirty. The average income
of a thirty-year-old that year? $27,000."
• Furthermore Twenge shows, high self-esteem is
_not_ correlated (or maybe it's negatively
correlated) with achievement in school or at work.
It is correlated with criminality, narcissism, and bad
relationships, though
PM@DTU
28. The long tail
…a consequence of a more individualized society
Mass production Mass customization
28
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
29. The long tail and “production” paradigms
Ford Model T
Ford Model
T
1908 – 1927
1908 – 192715,000,000
Sale more than
Sale more than 15,000,000
Number of variations : 1
Number of variations : 1
Mercedes E-Class:
Mercedes E-Class:
Introduced in 1993; currently on offer
Introduced in 1993; currently on offer
Sale more around 4,500,000 so far
Sale more around 4,500,000 so far
Number of variations:
3,347,807,348,000,000,000,000,000
Number of variations:
3,347,807,348,000,000,000,000,000
Mercedes E-Class
Mass production
Mass customization
Aston Martin V8
1969 -1989
Sales number 4,021
Number of variations: hand crafted
Aston martin
Individual customization
Individual customization
Developed based on Anderson (2006)
29
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Thuesen et al 2009/2013)
30. Construction in1960-1970
The long tail and construction
Traditional construction today
Mass production
30
Mass customization
DTU Management Engineering,
The Technical University of Danmark
Individual customization
PM@DTU
Source: (Thuesen et al 2009/2013)
31. Agenda
□The development of construction
□Societal development
□Production practices in construction
□Off-site production in construction
□Is off-site production the right strategy?
31
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
32. Socrative Question
Is the management of construction significantly different
from management of other project activities?
YES
32
YES&no
DTU Management Engineering,
The Technical University of Danmark
yes&no
yes&NO
NO
PM@DTU
33. Construction in the light of myths
Standardized
Societal frame
Timeframe
Driver of identity
Unique
Modern ► Postmodern
1900 – 1970 ► 1980 ->?
Classes ► Individualism
Architectural credo
Form follows function ► Form follows fiction
Characteristic of the
building process
Complex - but known ► Chaotic
Production paradigm
Value chain
Vehicle for realization
Management paradigm
Productivity
Implementation of Lean
33
DTU Management Engineering,
The Technical University of Danmark
Mass Production ► Individual Customization
Integrated ► Fragmented
Prefabrication ► In-situ
Scientific Management ► Project management
High ► Low
Long term planning
Short term planning
►
(Line of Balance)
(Last Planer System)
PM@DTU
Source: (Thuesen et al 2009/2013)
34. Are we better of with unique buildings?
34
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: wulffmorgenthaler.com
36. Do we need to view them as beeing unique?
"If men define situations
as real, they are real in
their consequences“
36
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
37. What if we view buildings as both
standardized and unique?
“Mass Customization = producing goods and services to
meet individual customer's needs with near mass
production efficiency". Tseng and Jiao (2001, p. 685)
37
DTU Management Engineering,
The Technical University of Danmark
Source: (Tseng and Jiao 2001, PM@DTU
p. 685)
38. Agenda
□The development of construction
□Societal development
□Production practices in construction
□Off-site production in construction
□Is off-site production the right strategy?
38
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
39. The rationality behind Mass Customization
Costs / willingness to pay
Mass production
Margin
39
Mass customization
Individual customization
Customer value
?
Unit cost
Diversity in range of products
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Thuesen et al 2009/2013)
40. Order decoupling points… and the long tail
Mass production
Mass customization
MTO
Standard
Configuration of
buildings
CTO
Standard
products
40
Standard
parts and
modules
DTU Management Engineering,
The Technical University of Danmark
Configuration
of building parts
ITO
Standard
parts and
modules
Engineering
of product
ETO
Norms and
standards
Customized
Select variant
Individual customization
PM@DTU
Source: (Thuesen et al 2013)
41. Top-down vs bottom-up
Building concepts (top-down)
• Think in terms of holistic architectural and system solutions and develop reusable solutions which can be re-used
• Address the market and not just the individual building project
Off site production network
On site assembly
Transformation
Transformation
Transformation
Transformation
System products (bottom-up)
• Producers of building materials develop (sub)systems which are intended to be
a part of a building
• Specify interfaces and design rules, so as to achieve configuration rather than
engineering
41
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Thuesen & Hvam 2013)
43. Komplett vs. the German platform
NCC Komplett
The German Platform
Mass production
Mass customization
NCC Komplett
Individual customization
The German platform
90% Fabrication
High fixed costs, unable to control
costs
Low fixed costs but still 30% cost
reduction
Couldn’t compete with traditional
construction practices
43
90 % Insitu
Established a new market – high
quality and low cost
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Thuesen & Jonsson 2009)
45. Different markets – the same platform
Apartments
60%
Row houses
100%
Holiday immobiles
90%
The technical platform
45
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Thuesen & Hvam 2011)
46. The platform – a platform for growth
Apartments
Single family houses Holiday immobiles
High end
product
Midrange
product
Low end
product
Row houses
46
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Thuesen & Hvam 2011)
48. Experinces
• Working with platforms is no rocket science,
substantial benefits can be achieved by using
existing construction practices and tools
• No fancy IT-systems are needed for the
implementation of platforms. The platform can be
situated within a combination well defined skills
and organizational culture.
• Implementation of platforms requires a strong
commitment and loyalty from the whole
organization
• Important to have a specific customer focus
(target costing)
• Platforms require incremental and systematic
innovation with a clear separation between the
continuous development of and the production
based on the platform.
48
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Thuesen & Hvam 2011)
49. Agenda
□The development of construction
□Societal development
□Production practices in construction
□Off-site production in construction
□Is off-site production the right strategy?
49
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
50.
51. Exercise:
How many figures can you build using
6, 2x4 blocks of the same color?
915.103.765
51
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: http://www.math.ku.dk/~eilers/lego.html
52. What is modularization?
The anatomy of modularity
•Modularity is an attribute of a complex
system that advocates designing structures
based on
– Minimizing interdependence between
modules and
– Maximizing interdependence within
them
that can be mixed and matched in order to
obtain new configurations without loss of the
system’s functionality or performance
(Baldwin and Clark 1997; Langlois 1992).
•Each module communicates and interacts
with the others via standardized interfaces
that allow modules’ decoupling
52
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: (Campagnolo & Camuffo 2010)
54. Aktører:
Virksomheder: Arkitekter,
Rådgivere, Entreprenører,
Håndværkere
Interesse Org:
DB, FRI, Danske Ark,
Tehniq, Muro…
Markeder:
Nybyg, renovering
Boliger, sygehuse,
Erhverv
Anlæg…
Projekt
Aktører:
Virksomheder:
(producenter af byggematerialer, grossister,)
Interesse Org.:
DI Byg, DB Byggematerialer,
Markeder:
Byggematerialer (beton,
Vinduer, isolering,…)
Distribution (Grossister,
transport…)
Forretningsmodel:
Mass produktion,
Høje faste omkostninger
Regulering:
Obligatorisk: BR (krav om styrke,
brandsikkerhed og sundheden), DS
(normer), MK, VA, ETA, CE mærkning
Frivillig: Betonvare Kontrollen, Dansk
Murstenskontrol… FSC, svanemærkning
Regulering:
Byggeloven,
Bygningsreglementet
Energimærkning
Forretningsmodel:
Licitation baseret,
Engineer to order,
Høje variable omkostninger
Markeder:
Service (FM)
Vand
Varme
EL
Aktører:
Energiselskaber
(Gas, EL og Varme)
Vandværker
Renovation
Regulering:
Krav om CO2 reduktion
for energiselskaber
Forretningsmodel:
Service, abonnement
Høje variable/faste omkostninger
Source: Thuesen (forthcomming)
55. Projekt
BIM, LC, Partnering, OPP
DGNB, LEED, BREAM
BOT
Systemleverancer
ESCO
DBO
C2C
FM
Automation
LCA
PSS
55
DTU Management Engineering,
The Technical University of Danmark
PM@DTU
Source: Thuesen (forthcomming)
57. Central references
Baldwin, C.Y. and Clark, K.B. (1997). Managing in an age of modularity. Harvard Business Review, 75, pp.
84–93.
Campagnolo, D. & Camuffo, A. (2010) The Concept of Modularity in Management Studies: A Literature
Review, International Journal of Management Reviews, Blackwell Publishing Ltd and British
Academy of Management, pp. 259-283
Thuesen, C. (2012) Understanding Project Based Production through Socio-technical Modularity, The
Academy of Management 2012 Annual Meeting, Boston, MA,US
Thuesen, C., Jensen, J. S., and Gottlieb, S. C. (2009), “Making the long tail work—Reflections on the
development of the construction industry the past 25 years.” Proc., 25th Annual ARCOM Conf.,
Association of Researchers in Construction Management, Nottingham, U.K., pp.1111–1120
Thuesen, C., Jensen, J. S., and Gottlieb, S. C. (2013), Enabling Mass Customization in Construction : Making
the long tail work, In Piroozfar, P.A.E. & Piller, F. T. (eds.) Mass Customisation and Personalisation
in Architecture and Construction, Routledge
Thuesen, C. & Jonsson, C. C. (2009) The Long Tail and innovation of new construction practices - Learning
points from two case studies. In A.S. Kazi, M. Hanus and S. Boujabeur, (eds.) "Open Building
Manufacturing: Key Technologies, Applications, and Industrial Cases", Manubuild
Thuesen, C. & Hvam, L. (2011) Efficient on-site construction: learning points from a German platform for
housing, Efficient on-site construction: learning points from a German platform for housing",
Construction Innovation: Information, Process, Management, Vol. 11 Iss: 3, pp.338 – 355
Thuesen, C. & Hvam, L (2013) “Rethinking the Business Model in Construction by the Use of Off-Site
System Deliverance: Shaft Project” Journal of Architectural Engineering, Vol. 19, No. 4, December
1, 2013.
Tseng, M. M., and Jiao, J. (2001). “Mass customization.” Handbook of industrial engineering: Technology
and operationmanagement, 3rdEd., G. Salvendy, ed., Wiley, New York.
57
DTU Management Engineering,
The Technical University of Danmark
PM@DTU