30.7.08

Determine What to be Benchmarked

Determine of what to be benchmarked is the most important phase and based on Critical Success Factors (CFS) (Camp, 1989) (Andersen & Pettersen, 1996) and the business function of the company (Zairi,1996) (Andersen & Pettersen, 1996) as long as the factors are; Being crucial to the development of the organization’s ability to provide excellence service and standards to customers and Being those that are in most need of radical change and improvement (McCabe, 2001)

Key Performance Indicator (KPI) then to be identified based on CSF. McCabe (2001) has compiled Benchmarking case studies in construction industry that use CSF and KPI as the area and process to be benchmarked (e.g. AMEC Capital Project Limited case).Critical Success Factors (CSF) – A limited number of factors that highly impact the company’s competitiveness (What) (Andersen & Pettersen, 1996). Key Performance Indicator (KPI) – Measurement on the progress being made to insure that the critical success factors are being achieved. It represents the measures of progress in achievement of the CSF (How) (McCabe,2001).Construct IT (1998) using Key Process Area (KPA) in the area to be investigate and using general principal for specific attribution of KPA to be measured in Benchmarking processes; Strategy, Policy, Procedure

First, mission statement and strategic deliverable must be developed (Camp,1989)

The Mission Statement

“To transform Malaysian G7 contractors to be an IBS ready company by achieving superior level of customer satisfaction at competitive construction cost, increase in productivity and quality and provide safer and sustainable way of doing construction. This can be achieve trough mass-customization in Industrialized Building components and effective use of IT”

Strategic Deliverable of the Benchmarking Process:

a. The level of leadership, business process, Return of Investment (ROI), and managing stakeholder requirements b. The level of effectiveness of Human Resource Management (HRM) c. The level of customer satisfaction trough mass-customization and long term relationship d. Process mapping of several strategic IBS activities e.The level of IT usage in overall business and integration

After careful and responsible consideration, CSFs are developed based on combination of information and data from the following documents:

General literatures on IBS and Off-Site Construction (Warszawski, 1999) (Eichert & Kazi, 2007) (Gibb et al, 2005) (Dietz , 1971) (Habraken, N, J, 1971) (compiled in Cuperus, 2005)IBS’s characteristics and classifications (Thanoon, 2003) (Peng, 1986) (Trikha, 1999) (Richard, 2007).Open Building Manufacturing (OBM) concepts form Manubuild Consortium’s documents and proceedings (Manubuild, 2007).Industrialized characterizations and simplification and scoring system for level of implementation (Lessing et al., 2005) (Oostra & Johnson, 2007) Malaysian IBS Roadmap 2003-2010’s strategic thrusts (CIDB,2003) and its Q4 2007 Mid-Term Review (CIDB,2007). Issues related to IBS implementation in Malaysia (Trikha,1999) (Hussein, 2007) (Hamid et al, 2007) (CIDB, 2007) (Baharuddin & Omar, 2006)The Malcolm Bridge National Quality Award (MBNQA) (McCabe, 2001)

The Critical Success Factors (CSFs) of IBS companies are as follows:

a) Leadership, management and strategic business operation that support IBS adoption and successful in dealing with the stakeholders b) Strategy, policy and procedure on customer focus agenda including establishing long term relationship with customer and mass-customization production c) Human resource policy and management to develop know-how and specialization toward IBS adoption d) Integrated process management including arrangement of building concept, design specification, supply chain and activities at site f) Effective ICT support and integration for the above listed factors

CRITICAL SUCCESS FACTORS (CFS) OF IBS CONTRATORS

Critical Success Factors (CSF) and Sub-categories

1. Management & Business Process
§ Leadership System
§ Organization Structure
§ Product and Service Quality Result
§ Company Operation and Financial Result
§ Procurement & Investment Justification
§ Strategy
§ Policy
§ Procedures
§ ICT Adoption

2.Human Resources Management
§ Human Resource Planning & Evolution
§ Professional Perception
§ Staff Training & CPD
§ Specialization & Know-How
§ Perspective on Foreign Labour
§ Strategy
§ Policy
§ Procedures
§ ICT Adoption

3. Customer Focus and Satisfaction
§ Customer and Market Knowledge
§ Marketing, Customer Perception & Satisfaction
§ Strategy
§ Policy
§ Procedures
§ ICT Adoption

4. Process Management
§ Mass-customization
§ Logistic, Supply Chain and Transportation
§ Design Concept & Integration
§ Management of Information
§ Building Technology & Material
§ Strategy
§ Policy
§ Procedures
§ ICT Adoption

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