Congratulation CEIM May 2012 Batch.

SAFETY MANAGEMENT IN CONSTRUCTION  

A CASE STUDY OF C59 CONSTRUCTION COMPANY

By

Ngo Thanh Duc

Abstract

             

Most construction companies can give purpose why they want to implement safety management systems. A safety management system is well designed can help reduce injuries and illnesses and prevent risks and hazards. Also, a good management system can increase efficiency, improve productivity and service quality, thus contributing to increase the prestige of the company.

Safety in construction is always a big problem. Especially the safety management system must be improved, the new minimize accidents. Despite of many improvements in construction safety but still higher than other countries in the region.

Through an evaluation of a number of typical cases of accidents in the construction of the STU project of C59 Construction Company, I want to evaluate the safety plan and project safety management system C59 Company. Furthermore, I would like to improve the safety management system is the company to prevent accidents.

Executive summary

Rationale of research

This research has been conducted to identify factors affecting safety management in Construction projects in Vietnam.

Objectives of study

To study accidents in construction projects in Vietnam, access project safety plan and analyze strengths and weakness to propose recommendations.

Methodology  

The exploratory research method is used to study Project safety plan of construction sites in Vietnam.

Findings and conclusion

Companies often assert power over the quality of work performed. However, they paid little attention to safety issues. This is an important factor to enhance the prestige of the company.
Analysis of a number of accidents occurred in the STU project, the safety plan has not been fully implemented. Due to the nature and intensity of hazardous work, the effects of weather and environment. The accident rate will increase if we do not implement safety management.

       Subjects of safety management including factors such as: people, equipment and environment.

 Company 59 should implement the following issues.

·         Supervisory skills must be enhanced to ensure the most effective safety.

·         Ensure safety in construction organization.

·         Enhanced skills training for workers

·         Providing adequate labor protection (helmets,shoes,safetybelts)
Regularly check and monitor safety equipment.

In Vietnam, the safety committee will issue general regulations. This refers to the responsibilities and work of each person.

Due to the characteristics of each different company, so there will be adapted during the implementation process. any measure, the ultimate goal is to ensure safety for workers

Recommendations

COMPANY 59 should have some adjustments with their Safety management system. They are :

·         Top manager should has commitment to supporting OH&S

·         Ensure that human resource is adequate for implementing and maintaining Safety Management System

·         Establish the incentive program in order to motivate workers doing their jobs safely

o   Behaviors required to achieve a safety reward should be specified and perceived as achievable by participants

o   Everyone who meets behavioral criteria should be rewarded

o   It is better for many participants to receive small rewards than for one person to receive a large reward

o   Rewards should be displayable and represent safety achievement (I.e., coffee mugs, t-shirts, hats or jackets with a safety message)

o   Contests should not reward one group at the expense of others

o   Groups should not be penalized (lose rewards) for failure by individuals

o   Progress towards achieving a safety reward should be systematically monitored and publicly posted

A number of important provisions to ensure safety for workers in construction, especially for tall buildings

·         Health

·         Working mode

·         Working conditions

·         Safety Training 

Invitation

to

 Preparation English Training at AITVN

For AIT Postgraduate Programs

Professional Master Program in Project Management in Construction

Dear Applicants,

I have the pleasure in informing you that the School of Engineering and Technology (SET) – AIT will open 8 week English training for those applicants/candidates who are interested in Master program in Project Management in Construction (MPM)

Training information:

Address: 45 Dinh Tien Hoang str., District 1, Ben Nghe Ward, HCMC (Opposite to HTV)

Duration:                      19 June – 12 August 2012       

Starting date:                19 June 2012

Tuition fee*:                  USD 400.00 USD

Tuition fee will be paid at the beginning of the training.

*: The tuition fee will be reimbursed for those candidates who are officially admitted to MPM program in September 2012 intake.

More details of the training objectives and training schedule can be found in the attachment.

Please complete and return the enclosed acceptance form to the AIT in Vietnam (AITVN), 6^th floor, FCC building, 45 Dinh Tien Hoang, Ben Nghe Ward, Dist. 1, HCMC (Fax No. 08-39107422), attn: Ms. Nguyen Le Tuong (Tel: 08-39107423/ext.117) no later than 12 June 2012.

With best wishes,

PROJECT QUALITY MANAGEMENT IN HIGH RISE BUILDING PROJECT 

A CASE STUDY OF DIAMOND ISLAND PROJECT, DISTRICT 2, HCM CONSTRUCTION INDUSTRYTY, VIETNAM

By

Chau Anh Tuan

Abstract

             

Buildings are becoming higher and higher nowadays in Vietnam. In particularly, Ho-Chi-Minh construction industry has been modernized with several landmarks high-rise buildings. Construction of residential and office developments can be considered as the heart of the construction industry. Because if it’s huge consumption of labor, material suppliers, subcontractors and also the involvements of multimillion investments due to its inherent nature of works. Investors keen to build all necessary faction industry within their developments. The reason is the target gain maximum return from their investment (IRR) within shortest duration. Thus, investors are very vigilant on common project objectives, such as Quality, Cost, Delivery, Safety and Environment, (QCDSE). Such that investors expect contractors to complete their building projects within stipulated timeline and budget without diminishing the environmental and safety standard. 

However, in the construction industry, all stakeholders more concentrate on their usual activities that often very traditional way of working.  Therefore, they may have no attention on modern theories and practices that can be gained from textbooks or literature. As a result, their organization may have missed the benefits that can be acquired from the adaptation of Total Quality Management (TQM) system. Hence, the purpose of this thesis is to explore more suitable TQM system that can be adopted for the construction of high-rise residential building.

Executive summary

Rationale of research

This research has been conducted to identify Quality Management factors in High rise building Construction in Vietnam.

Objectives of study

To study best practices in project quality management in construction industry with focus on Dimond Island Project, Discussion on the strengths and weakness and provide recommendation to develop framework that is applicable in Diamond Island projects.

Methodology  

The exploratory research method is used to study Project Quality Management system in construction industry of Vietnam.

.Findings and conclusion

Vietnam. In particularly, Ho-Chi-Minh construction industry has been modernized with several landmarks high-rise buildings. Construction of residential and office developments can be considered as the heart of the construction industry. Investors keen to build all necessary faction industry within their developments. The reason is the target gain maximum return from their investment (IRR) within shortest duration. Thus, investors are very vigilant on common project objectives, such as Quality, Cost, Delivery, Safety and Environment, (QCDSE). The quality management system or Total Quality Management (TQM) system is very important for project success. The ultimate goal of Diamond Island project is to deliver a high level of quality to customers. By this, the BTA Company means not only the quality of its built products and service outcomes, but also the quality of the way in which they are delivered, safety and responsibly. However, the quality management system has not been properly developed base on ISO 9000 system at Diamond Island Project. Understanding how this process was going practice and the weak points would help to propose recommendations to improve the quality management system at Diamond Island project.

o   Project Quality Management system at Diamond Island project was studied reviewed base on evaluation criteria. The studying results were determined, displayed and described. The results of this studying will be used to propose a framework for improvement the quality management system.

o   In light of this studying of Diamond Island’s quality management system. The results of studying found that there are some gaps between the current quality management system and implementation on site.  The management team at Diamond Island can take steps to review, modify and improve the overall effectiveness of quality management system. This study found that there six main weakness points of the quality management system at Diamond Island project as follows:

1.      Lack of employee involvement in quality improvement

2.      Not using conditions of contract in relation to ISO 9000 qualifying criteria

3.      Lack of self-assessment and bench marking to identify the improvement opportunities (employee appraisal + ISO Criteria)

4.      Lack of Quality management system objective and policy

5.      Lack of Project Management contract concept

6.      Lack of Quality system standards

o    By filtering what have been gathered in Diamond Island’s quality management system, the critical attributes that cause the significant deficiencies and therefore need to be improved. Top management must have a commitment and take the leadership role to define the scope of works.The leaders will provide the policy, role, and responsibilities; define critical success factors and KPIs. The quality management system (QMS), core procedures, records and process will be developed base on ISO standard. We should deploy and empower staff capabilities and provide training of tools and methods. Planning for implementation the TQM system and establish a TQM work environment and culture.The leader should manage critical process and performance, suggest the improvement, and execute planned actions and positive changes. Furthermore, he needs to implement the corrective, protective actions and standardize improved QMS and practices. During all process the promotion and motivation should be carried out and recognize it. At last, measure results, audit, management review, benchmark achievements and feedback is a key element to check whether QMS/TQM have been implemented effectively in order to improve the system and fulfilled the existing gaps.

RISKS FACTORS & MANAGEMENT IN OIL AND GAS OFFSHORE PLATFORM &

PIPELINES CONSTRUCTION PROJECT

A CASE STUDY OF:

“HAI SU TRANG (HST) FULL FIELD DEVELOPMENT & HAI SU DEN(HSD)

EARLY PRODUCTION SYSTEM DEVELOPMENT”

By

Bui Thanh Nam

Abstract

             

Oil and gas offshore platform & pipelines are generally the most economical way to transport large quantities of oil or natural gas over states or even country. In order to extend its life expectancy, an offshore platform & pipeline construction risk management has become more important nowadays.

Oil and gas offshore platform & pipeline construction risks can be very high. They depend on how effective an organization is in managing its platform & pipeline transmission system. For an example, even the slightest defect on pipeline surface can bring great amount of oil and gas leakage. It will but human lives risk, pollution concern to environment as well as bring damage to millions dollars’ worth of property and asset.

It is definitely a necessity for a platform & pipelines manager to keep learning and be aware of the updated risk management of offshore platform & pipeline construction to ensure a more efficient and safer as well as profitable offshore platform & pipeline construction.

In this report, by the dimension of this study, the author would like to discuss about risk management of oil and gas offshore platform & pipeline construction and some issues of offshore platform & pipeline risk management recommendations in author’s experiences in a case study.

Executive summary

Rationale of research

This research has been conducted to identify risk factors & management in offshore platform & pipeline construction projects.

Objectives of study

To study best practices in international offshore platform construction and to review the case study of Vietnam offshore platform construction.to develop frame work for access and analysis for risk management in offshore platform & pipeline installation and management.

Methodology  

By using exploratory approach, the author will conduct the main contents of platform and pipeline risk management. Hence, the activities of platform and pipeline risk management in a specific project is reviewed and analyzed. Then, the author will propose recommendations and requirements to improve the risk management system of pipeline installation.

Findings and conclusion

This study focuses on risk management in oil and gas offshore platform and pipeline

Installation projects in Vietnam. In this research, list of risks was formed by theories and from real practice of oil and gas risk management by using risk assessment index model.

In addition, a case study was conducted in order to determine the effectiveness of risk management in practice by oil and gas risk manager.

The signed EPCI contract between PTSC - “as Contractor” and its Client - “as Company” stipulated as follow:

“Company reserves the right to require Contractor to pay to Company US $50,000

(United States Dollars Fifty Thousand) per instance if Contractor replaces Key Personnel without Company approval. Such amount is agreed as a genuine pre-estimate of the disruptive effect on the Work due to Contractor’s unauthorized withdrawal of its Key Personnel. This provision shall not limit Company’s other rights under the Contract in the event of recurrent unauthorized withdrawal of Key Personnel by Contractor."

·         However Contractor was not aware about this regulation, they replaced their Procurement

·         Manager and Project Control Manager without Company’s prior approval and later on

·         Company detected this issue and they claimed 100k for these two unauthorized replacements. These problems have not been settled so far.

·         Contractor threatening Client to stop work due to VO not approved or to approve a Cost impact related to a specific additional task.

·         Delay in issuance of shop drawings by design consultant and slow response in capturing design changes and Vendor Data incorporation.

·         Significant design changes made after bid award (Early Gas) resulting in big value VOs

·         Procurement were not done timely as EPC contractors elected to negotiate further cost reductions with the lowest bidder as the price exceeded their original budget. This led to more time required to issue Pos.

·         Limited procurement experience. Most purchases were relying on Client orConsultant’s which at times resulted in backlog

This research has achieved its objectives including:

1.      To study offshore platform and pipeline installation processes and methods and study risks management in installation of offshore platform and pipelines in recent international best practices. 

2.       To review a case study of the platform and pipeline installation risk management practices in a Vietnam pipeline company.

3.       To provide recommendations and propose some key points that can be applied to Vietnam offshore platform and pipeline Operation Company to improve the effectiveness of offshore platform and pipeline installation and management.

Recommendations

·         The above LL shows that if Contractor/Client has perfect Risk Management system/personnel which clearly identify all required contractual issues in early stage, they will not encounter this problem and harm the long term relationship and reputations.

·         Specify in Contract that Contractor shall not threaten to stop the Works i.e. to continue to execute the Works even though any commercial issues regarding any impending VOs have not been resolved yet.

·         EPC Contractor / Design Consultant must have dedicated and full time engineer / designers at all time during the engineering & fabrication phase. Detailed AFC and shop drawings tracking system suggested to be implemented to monitor drawings issuance progress. To avoid this situation if possible, as detailed design and procurement activities were halted impacting project schedule.

·         Obtain ALL cost impacts upfront, including air freighting/ expediting costs. Assist PTSC in identifying the changes to expedite finalization of cost impacts.

·         Obtain partners and PETRONAS buy-in of the changes upfront, or at least notify them first.

·         Avoid award to multiple vendors, if possible and stress that lead time should be the driving factor. These should also be specified in the Contract’s T’s & Cs. Client purchase as many long lead materials as possible.

·         Specifications for LLIs should be delivered by FEED.

·         Insist on experienced procurement personnel at bidding time or indicate in bid specs Client mobilize additional personnel during procurement phase. Document controller to keep track and file paperwork to preserve history in case of technical queries later.