greater - CIDB Malaysia
Transcription
greater - CIDB Malaysia
YOUR PERSONAL COPY ISSUE 01/2012 JAN 2012 ISBN 123456-789-1011 COPYRIGHT RESERVED 2011 © CIDB GREATER KUALA LUMPUR & KLANG VALLEY KLANG VALLEY MRT - ADVANCING POLICIES & PUBLIC TRANSPORT www.cidb.gov.my ISSUE 01/2011 About IBS Digest EDITORIAL COMMITEE Advisor IBS Digest is a newsletter published quarterly by IBS Centre, Y.Bhg Dato’ Seri Ir. Dr. Judin Abdul Karim as a platform to share information, news, best practices and Chief Executive, CIDB Malaysia also to promote the use of Industrialised Building System [IBS] in the construction industry in Malaysia. IBS Digest is Chief Editor Puan Sariah Abdul Karib also available in digital copy at www.ibscentre.com.my Editorial Committee Ir. Noraini Bahri Rofizlan Ahmad Mohd Idrus Din Nurul Hayati Khalil Publisher IBS Centre, CIDB Malaysia Level 1, Block E Lot 8, Jalan Chan Sow Lin 55200 Kuala Lumpur, Malaysia Tel : +603 9281 6909 Fax : +603 9281 5870 E-mail : [email protected] Website : www.ibscentre.com.my Editor’s Note Happy New Year 2012 to all readers! Issue 1/2012 will be the first issue of IBS DIGEST. For some, New Year is no more than a change of a calendar. For others, the New Year symbolizes the beginning of a better tomorrow, a better economy and a good year ahead. The Economic Transformation Plan is one hot topic of 2011. In general, the ETP is designed to propel Malaysia to a high income economy by 2020. The overall effect will be a significant growth of jobs, a shift towards higher paid jobs, a wide variety of employment opportunities for Malaysians and strengthening of the skills base. The impact of the ETP programme will be seen in 2012. One major NKEA is the most talked about - Greater Kuala Lumpur/ Klang Valley [GKLKV] and how it will act as catalyst for the economy of the Kuala Lumpur–Klang Valley community. GKLKV will promote Kuala Lumpur as a business hub for multinational companies, promote a better quality of life, be it in terms of education, healthcare, housing or public transportation and infrastructure. With several mega projects named, GKLKV will create job opportunities and boost demand for construction materials and services. Knowledge Sharing and Best Practices is discussed in an article on the Sri Pajam Project by Nova Loyal. Reports on workshops, forums and other programmes by IBS Centre will also be featured. On behalf of the Editorial Commitee, I would like to invite individuals with any articles or write up with regards to IBS to contribute for publication in the upcoming IBS Digest. Through the articles published, we hope to share experience and enhance awareness of the readers on the importance of IBS in project delivery. CHIEF EDITOR ISSUE 01/2012 CONTENT ISSUE 1-2012 PAGE 06 COVER STORY Greater Kuala Lumpur / Klang Valley 11 THE EDGE Klang Valley MRT 14 IBS TALK The Role of Industrialised Building System (IBS) Catalyst for National Economy Advancing Policies and Public Transport In the Construction and Infrastructures for Greater Kuala Lumpur / Klang Valley by 2020 The Effectiveness of Industrialised Building System (IBS) for Government Projects Sri Pajam Suria Residence 23 ON THE COVER NEWS FLASH Newspaper Clippings * IBS langkah terbaik kurangkan penggantungan tenaga kerja asing * Bumi told to enter manufacturing IBS Programme by IBS Centre * Bengkel Penambahbaikan Modul-modul Latihan IBS/MC * Forum Penggiat Industri IBS 2011 * Bengkel “Train the Trainer” Objective of Publication 1. To promote understanding on IBS among the construction community; 2. To be the platform for discussion, sharing of information, technology and best practices on IBS in the construction industry; 3. To act as a platform for discussion and knowledge sharing on technologies and best practices of IBS in the construction industry; 4. To promote the application of IBS in construction; Kuala Lumpur is the capital and the second largest city in Malaysia by population. Also known as the Klang Valley, it is an urban agglomeration of 7.2 million. It is the fastest growing metropolitan region in the country, in terms of population and economy. Kuala Lumpur has been a favourite for its unique blend of diverse cultures and heritage. It boasts world-renowned landmarks such as the PETRONAS Twin Towers and the KL Tower. 5. To promote programs and activities on IBS in construction by CIDB. Disclaimer No part of this newsletter may be reproduced without written permission of CIDB Malaysia. Opinions expressed in IBS DIGEST are the writers’ and may not necessarily reflect the opinion of CIDB Malaysia. CIDB Malaysia is not responsible or liable in any way for the content in articles, photographs or illustration contained in this publication. The editorial team reserves the right to edit and/or re-write all materials according to the needs of the publication upon usage. PG 03 COVER STORY Catalyst for National Economy On 21st September 2010, the Malaysian Government launched the Economic Transformation Programme, which is an initiative to drive the country into a highincome economy by the year 2020. The program has been entrusted to the Performance Management and Delivery Unit, known as PEMANDU, to oversee the implementation and the achievement of the programme as a whole. A month after the launch of the programme, its roadmap was launched by YAB Dato’ Sri Mohd Najib Tun Razak the Prime Minister of Malaysia. This roadmap details the growth engines and their key projects that will push Malaysia into becoming a higher-income nation status in the next 10 years. In his launching speech, the Prime Minister mentioned the reason for the transformation programme. The Malaysian economy needs a transformation programme that is action driven. For the country to remain competitive in the global economy, it needs to take “the high-skill, high-income route”, the Prime Minister said. He further added that in order not to be left behind by other countries in the region, PG 04 especially the neighbouring ones, Malaysia has to sustain a growth of no less than six percent per annum in its Gross Domestic Product. The target is to achieve US$15,000 (or RM46,500) Gross National Income per capita in 2020. To propel the nation towards this target, 12 key growth engines termed as National Key Economic Areas or NKEAs have been identified. These NKEAs will be the priority where there will be a concentration of public investment, Government funding, policy support, Prime Ministerial attention and top local talents. The 12 NKEAs are Oil, Gas and Energy; Palm Oil; Financial Services; Electronics and Electrical; Wholesale and Retail; Education; Healthcare; Communications, Content and Infrastructure; Agriculture; and Greater Kuala Lumpur Klang Valley. One may wonder how all these would help to in making the country a highincome nation. To begin with, the Economic Transformation Programme will evolve constantly. The NKEAs will have projects within them in order to achieve their identified goals. The projects identified in the roadmap are merely the starting points for development. While all these programmes progress, new projects may be thought of, developed and included in the roadmap. As the projects evolve, they are expected to create jobs for Malaysians. It is expected that by the year 2020, over 3.3 million new jobs have been created. These new jobs will mainly consist of high technology, high skilled positions with high paying salaries. Thus, moving the salary brackets for locals from the current lower income to middle and high-income. This is how the programme is expected to perform over the period of 10 years with the help of the NKEAs; this is where Greater Kuala Lumpur/Klang Valley will play a significant part in the programme. In Chapter 5 of the Economic Transformation Programme Roadmap, Greater Kuala Lumpur/ Klang Valley is described with much detail. It states that the Greater Kuala Lumpur/Klang Valley’s aspiration “can be summarised as 20-20 by 2020 - that is, to be a city that simultaneously achieves a top-20 ranking in city economic growth (as defined by city GDP growth rates) while being among the global top20 most liveable cities by 2020.” Projects (EPP). Greater Kuala Lumpur/ Klang Valley is larger than the current Klang Valley. It covers 10 municipalities, which is 2 more compared to the existing Klang Valley. Greater Kuala Lumpur/Klang Valley spans from the Klang municipality down to the Sepang municipality and covers Shah Alam, Petaling Jaya, Subang Jaya, Kuala Lumpur, Selayang, Ampang Jaya, Kajang and the Putrajaya municipalities. Greater Kuala Lumpur/ Klang Valley is expected to contribute significantly to the country’s Gross National Income. This comes as Greater Kuala Lumpur/Klang Valley has the largest public sector support, involvement and funding in all of its EPPs. The success of the EPPs in Greater Kuala Lumpur/ Klang Valley will allow Greater Kuala Lumpur/ Klang Valley in itself to become the growth engine for Malaysia. There are 9 entry point projects that have been identified for Greater Kuala Lumpur/Klang Valley. The projects are named MultiNational Corporation (MNC) Attraction; Talent Attraction; High Speed Rail; My Rapid Transit; River of Life; Greener Kuala Lumpur; Iconic Places; Pedestrian Network; and Solid Waste Management. Some of these EPPs have already passed the initiation stage and are well into their implementation phase. · To achieve the vision to be a top 20 liveable metropolis, a number of key projects in Greater Kuala Lumpur/Klang Valley have been identified and defined. These projects have been given thorough research by the various relevant private and public agencies involved. Through the thorough research – investors have been identified, an implementation plan has been properly laid out and developed and budgetary requirements have been defined. These projects are coined the Entry Point Each of the EPPs concentrates on different perspective on making Greater Kuala Lumpur/ Klang Valley a liveable metropolis by the year 2020. For instance, the MNC Attraction project aims at making Greater Kuala Lumpur/Klang Valley as an attractive location for multinational companies to base their main offices. The project kicked off in 2010 with Schlumberger, the leading supplier of oil and gas technology, integrated project management and information solutions, Entry Point Project PG 05 ISSUE 01/2012 establishing its new Global Financial and Shared Services Hub in Bandar Utama. It is expected that by the year 2020, at the very least 100 of such corporations follow suit in making Greater Kuala Lumpur/Klang Valley its preferred home base. Meanwhile, the Talent Attraction project aims to bring home professionals who are currently based outside of the country. The official website for Greater Kuala Lumpur/Klang Valley reports that currently there are over 700,000 Malaysian professionals working abroad. The migration to work overseas may be due to the fact that the current employment and work environment in Malaysia is non-appealing to these professionals. In 2010, a private company called Talent Corporation was set up to oversee that the goal to bring back these professionals is met. The project team’s mission is to formulate and implement the optimal environment that is able to attract them to return and to sustain these professionals in their motherland. Greater Kuala Lumpur/Klang Valley must not be attractive only to MNCs andlocal professionals. It also has to be attractive enough for PG 06 smaller businesses to opt it as an alternative to bigger, high cost neighbouring countries. In order to achieve this, fast, efficient and less expensive travelling mode has to be created. This is where the High Speed Rail project plays its role. The rail project will link Malaysia and Singapore, cutting short the travelling time between the two countries. The project is expected to contribute significantly to the country’s economic growth by enabling easy commutes along the rail route. Not only that, it is also expected to increase the productivity for travelling professional, as well as increased tourism industry in Greater Kuala Lumpur/ Klang Valley. The rail network within Greater Kuala Lumpur/Klang Valley itself will also see a huge enhancement. In line with the goal of EPP 2: Talent Attraction and the overall mission to make Greater Kuala Lumpur/Klang Valley the top 20 liveable city in the world, a ‘work and life balance’ environment has to be created. Interconnectivity is the key goal for the My Rapid Transit project. It plans to integrate all of the current rail networks - the KTM Komuter, Star LRT, Putra LRT and the monorail, connecting most key points in Greater Kuala Lumpur/Klang Valley. According to PEMANDU, the new network is estimated to be at the distance of 51 kilometres, with approximately 10 kilometers being underground and about 40 more elevated. It plans to have a total of 31 stations, with 16 having Park and Ride facilities. In synch with creating a ‘work and life balance’ environment in Greater Kuala Lumpur/Klang Valley, the River of Life project targets to convert the Klang River into an eco-friendly waterfront through major cleansing, development and beautification works. This EPP aims to create ample green and eco-friendly areas along the river and to contribute in making Greater Kuala Lumpur/Klang Valley a liveable city. The Greater Kuala Lumpur/ Klang Valley is also expected to attract tourism more than before. In itself, it already has both historical and heritage landmarks that can be further developed or restored to become world class attractions. New iconic developments will be able to bring Greater Kuala Lumpur/ Klang Valley to a higher mark as a preferred tourist spot in the region. This EPP is parallel with the next one which is to create a comprehensive pedestrian network connecting the heritage landmarks, tourist hotspots and iconic location especially within the Central Kuala Lumpur. A liveable city is also expected go green. Hence, the Solid Waste Management project targets to enhance the current Reduce, Reuse and Recycle (3R) practice in the Greater Kuala Lumpur area and to promote a recycling ecosystem. This project also aims at reducing solid waste, thus creating a greener environment. ISSUE 01/2012 From where Greater Kuala Lumpur/Klang Valley is standing currently, it needs to undergo a massive and rapid development within the next 10 years. Constructions will spruce and mushroom to meet the development requirement. Restoration and beautification works will be seen at almost everywhere in the area. To meet the time requirement and as a cost-effective measure, Industrialized Building Systems (IBS) is the best solution for these projects. The use of precast concrete framing, panel and box systems; steel framework systems, prefabricated timber framing systems, steel framing systems and blockwork systems can ensure faster delivery with lesser wastage. Application of IBS will promote efficient assembly layout and process and accurate resource and material allocation. Its repetitive production method means that costs for construction will be lowered, higher quality is guaranteed and delivery time is shortened. For Greater Kuala Lumpur/Klang Valley, the IBS may play its role in the achieving the targets for both High Speed Rail and My Rapid Transit network projects. The use of precast concrete framing, panel and box systems and steel framing systems can reduce construction time for building the new stations and their amenities. As the integrated rail network is expected to be fully operational in 2017, time is a crucial element. Steel framework systems allow for rapid on-site placement of cast to form beams, columns, slabs and walls. While waiting for the fabrication of specialized components, foundation works at site can already begin. This enables the developer to be efficient in both time and project management. As prefabrication is done in a factory, construction is not affected by adverse weather and time will not be lost in such bad weather situation. to develop 4 low- and middle-lower cost housing projects. IBS is able to cater to the time constraint faced by the council and any housing developers without compromising on the attractiveness of the designs and space. As the nation grows, it is also expected that there is an increase in economic activity and requirement of commercial space. To cater for the rapid demand, construction delivery time needs to be faster without compromising the quality of the deliverables. IBS fits both the requirement. As more and more professionals return to serve the country, new housing developments are needed to cater for the expansion of population. As stated in PEMANDU’s website, Greater Kuala Lumpur/Klang Valley “will need to house one million new residents by 2020”. Rapid development of housing areas is expected in the Greater Kuala Lumpur/Klang Valley area, to give the returning professionals more options in living environments and budgetary requirements. The Kuala Lumpur City Council has allocated RM51.5 million to develop the “Perumahan Awam dan Perumahan Rakyat” as mentioned in the Mayor of Kuala Lumpur Tan Sri Ahmad Fuad bin Ismail’s budget speech in 2010. The Council also allocates RM27 million The same can be said for restoration works of existing heritage sites and the building of new iconic places. As more and more solid waste management sites are required, the use of IBS in constructing the centre can speed up the construction time and allow for quicker use of the facilities. The rise of housing developments also means the need for new business parks and shopping malls. With IBS, construction time will be shortened lowering interest and capital outlays both buyers and developers. This in return, will make the development projects more attractive to both buyers and investors. When the Construction Industry Development Board (CIDB) launched the IBS Roadmap in 2003, it hoped to promote the use of IBS in the country and to make it the material of choice for the construction industry. Among the construction projects that fall under previous roadmap were Putrajaya and KL Sentral. In late 2010, CIDB launched a new IBS Roadmap for 2011 to 2015. IBS Roadmap 2011-2015 is to focus “on private sector adoption of IBS”. With the rapid development requirement by Greater Kuala Lumpur/Klang Valley, the construction industry will be able to observe greater utilization of IBS and the IBS components suppliers will definitely benefit from this. IBS also contributes towards making the country a greener nation. As the construction materials are prefabricated at the factory, less construction material is handled on site. There will be little or no unnecessary wastage at the construction sites and this also promotes cleaner and safer construction sites. The use of IBS in construction also affects the nation’s economic and social front positively. Using IBS will reduce the dependency on foreign workers significantly as it promotes the employment of skilled workers. Since prefabrication is done at a centralized factory, only specialized on-site labour is required during the construction of the new buildings. Reduced dependency on foreign workers will lessen the outflow of the nation’s currency and loss in foreign exchanges. As for the social front, it is undeniable that some social problems have been caused by the influx of the foreign workers in Malaysia. PG 07 ISSUE 01/2012 As the need for new developments in Greater Kuala Lumpur/Klang Valley is pressing for the next 10 years, it is an opportunity for IBS to prove its strengths and advantages. Its ability to cater to time constraints puts it a level above the conventional construction. Its costeffective method promises return on investment for all stakeholders including the nation itself. Greater Kuala Lumpur/Klang Valley will need more industry players to supply IBS components as the existing IBS suppliers may not be able to cater to the demand. This provides business opportunities to Malaysians to enter the industry as component fabricators or suppliers. The high demand for IBS component will also promote development and innovation of new IBS products and services. IBS as an industry provides positive effects on the country. Not only that it assists in the rapid development of the nation’s infrastructure, it also helps to provide employment and business opportunities to Malaysians. The rapid growth of As IBS is able to cater to the rapid construction requirement, Malaysians will be able to enjoy new and improved infrastructure, not only in Greater Kuala Lumpur/Klang Valley but also around the country. As stated in the IBS Roadmap PG 08 2011-2015, the roadmap will ensure “good quality designs, components and buildings” and that “aesthetics should be promoted through innovations”. Malaysians would be able to enjoy higher quality, less cost properties without having to compromise the aesthetic values. It is with no doubt that IBS, with its strength and beneficial elements, is able to contribute into making Greater Kuala Lumpur a liveable metropolis by the year 2020 and at the same time enhancing the growth of the nation’s economy as envisioned by the Prime Minister. THE EDGE The Klang Valley MRT (KVMRT) project has received so much media attention over the past six weeks, the whole project is beginning to seem bigger than what it already is. It would appear that all the past bad public transport experiences have rained on the proposed KVMRT line running from Sungai Buloh to Kajang in one fiery storm. Advancing Policies and Public Transport Attributes This article was written by Associate Professor Hjh Sabariah Jemali (PhD) Deputy Director (Research & Industrial Linkages) MITRANS@UiTM Universiti Article reproduced courtesy of S.P.A.D The remainder of 83%, or 6 million trips, were made using private transport which are mostly single occupancy vehicles. This explains the huge traffic jams and constant gridlock even though the Klang Valley has one of the highest concentration of roadway and tolled highways in the world. The number of people in the Klang Valley is currently at 6.0 million and is expected to increase to 10.0 million people in 2020. The Klang Valley also has 3.2 million cars and the number of cars. This number is growing at an exceedingly strong rate – an average of 30,000 cars per month in the Klang Valley. At this rate we would have approximately 7 million cars by 2020, a number that the Klang Valley cannot support. Already we The underlying fact is the Klang Valley needs an efficient public transport system. Over the last 20 years, Klang Valley residents have seen many changes with only minor improvements to the way they got from point A to point B. Which is why they are demanding much, much more from the proposed MRT. The Situation Today In the Klang Valley today only 17% or approximately 1.24 million trips per day are completed using public transport which can be broken down as follows: • Buses – 600,000 trips (made on 1,050 buses) • LRT – 400,000 trips (for both Ampang and Kelana Jaya lines) • Monorail – 40,000 trips • KTM Komuter - 100,000 trips • ERL – 20,000 trips • Taxis – 80,000 trips are facing space constraints to build more roads and more parking lots. Cars are being double parked and triple parked causing even more congestion. Traffic jams in the city are increasing and it is taking longer and longer to get to work. Very soon the argument that driving to work takes less time than taking public transport is not going to be true anymore. We would have eschewed public transport in favour of traffic jams, time wastage and lost productivity. a high share of public transport trips. A well grounded public transport policy has to be put in place and coordinated public transport planning are needed to ensure that the Greater KL area becomes among the top 20 liveable cities in the world. An effective policy can determine and influence how public transport will move ahead. Otherwise people are going to get into their cars and drive off before you can even say MRT. This situation is very different in Singapore, Hong Kong and London · of public transport trips is whose share 64%, 74% and 90% respectively. All these cities share a common fact - they have an MRT but they also have public transport policies in place and this has resulted in Importance of Policies and Coordinated Planning The over dependence on cars is a direct result of an unplanned public transport system that relies on piecemeal improvements. One of the reasons is the lack of coordinated planning by a single agency that takes ownership of the responsibility of looking at public transport as a network instead of piecemeal ‘projects’. It is thus timely that the Land Public Transport Commission (SPAD) officially came into being on 3 June 2010 with the coming into force of the Suruhanjaya Pengangkutan Awam Darat Act 2010. The core functions of SPAD are to draw up of policies for land public transport, planning, regulation and enforcement of laws, rules and regulations concerning land public transport. The powers for the commission to carry out these functions are provided in the Land Public Transport Act 2010. To achieve the 50% public transport share as envisaged by the Economic Transformation Programme (ETP) under the Greater KL National Key Economic Area (NKRA), SPAD will have to cure the deficiencies in the public transports system with more than piecemeal efforts. It will need to look into policies and plans to ensure the mistakes of the past are not repeated and are grounded in the following elements. PG 09 ISSUE 01/2012 Utility Governments have realized that public transport is not a business but a utility that it is very difficult to make money from public transport. There are ways to reduce costs and increase revenues but generally operators have a tough time recouping costs and running their operations profitably. The story is the same whether it is in London or Hong Kong. In these countries, there is a single manager which ensures operators are given certain routes to ply, wear standard colours and meet certain KPIs. In exchange they are paid a fee. This way the participation of operators is guaranteed and the regions that are covered by a public transport system will be more complete as opposed to having areas which do not have any form of public transport. In the case of the Klang Valley for example, Prasarana should be the single manager, managing the various rail operators with the Land Public Transport Commission (SPAD) ensuring that Prasarana does a good job. SPAD should be dealing only with a single entity, Prasarana and not multiple entities. SPAD can then focus on the big picture such as public transport policy directions, fare standards and others. Lessons of the past in the Klang Valley where various operators were allowed to run the rail and bus networks for profit resulted in operators not being able to make returns on their investment and consumers on unprofitable routes being underserved should not be repeated. Inclusivity Any public transport system in a major urban area needs to cater to the entire population and not just the lower income level group or only the middle income level group or tourists. Such planning will result in an underutilized public transport system. This means that the service levels should be one that serves a high level executive or a manual labourer equally. This for the most part means airconditioned comfort, clean public toilets, well-lit covered walkways, proper signages and on-time scheduling at an affordable price. This will ensure a higher take up rate among the general population who will now view public transport in a more positive light. Today many private vehicle owners in the Klang Valley give public transport a thumbs down simply because public transport is not up to mark, to be tolerated by those who have no choice. Integration Rail-based infrastructure in the Klang Valley is fairly extensive and has a total rail length of 224.6km comprising the following: • Ampang Line – 27km (25 stations) • Kelana Jaya Line – 29km (24 stations) • Monorail – 8.6km (11 stations) • KTM Komuter Sentul – Port Klang – 43 km (13 stations) • KTM Komuter Batu Caves – Sentul – 7 km (4 stations) • KTM Komuter Sungai Buloh – Kajang – 53 km (14 stations) • ERL – 57km (5 stations) PG 10 While this figure is commendable there should be greater strategic integration within the rail networks and with other forms of public transport. A passenger should be able to travel on the network seamlessly without having to worry about buying tickets for different lines and able to switch trains with ease. He or she should find it easy to get from his or her home to the train station on once he or she gets off the train should find it easy to reach his or her destination. Because rail networks have a limited reach and cannot go to every destination, it is important that rail networks are supplemented by a good feeder bus network. This feeder bus network must be planned in such a way that people living within a 3km radius of any station can reach the station in 15 minutes. So while more kilometers of rail is added such as the extensions of the Ampang and Kelana Jaya lines to by a further 35km and MRT lines will add another 141 kilometers of rail to cater to the growth in population to 10 million by 2020, strategic integration i.e. using different modes to enhance the effectiveness and efficiency of the other should be emphasized otherwise adding kilometers of rail will not get people to make the move from private to public transport. ISSUE 01/2012 Sustainability Public transport especially rail networks which are more environmentally friendly can be part of an overall ‘Green’ policy, a broader issue of reducing CO2 emissions and environmental protection through the promotion and use of rail networks to replace exhaust emitting vehicles especially single occupancy vehicles. It is estimated a single MRT train consisting of 4 carriages is able to carry 1200 people which is the average number of people carried on 700 cars. KVMRT Stations Conclusion The Klang Valley needs an MRT system for sure. But more importantly, it needs a sustainable public transport policy in place. The Klang Valley Public Transport Master Plan should incorporate all these elements of utility, inclusivity, integration and sustainability in order that public transportation gets the buy in from the public which it is meant to serve. The KVMRT alone is not a silver bullet - a well grounded public transport policy is. PG 11 THE EDGE The Roles of Industrialised Building System in the Construction of Buildings and Infrastructures for (IBS) Greater Kuala Lumpur/Klang Valley by 2020 By Dr. Kamarul Anuar Mohamad Kamar, Ir. Dr. Zuhairi Abd. Hamid, Maria Zura Zain and Franky Anak Ambon Greater Kuala Lumpur/Klang Valley (Greater KL/KV) is the region comprises of Kuala Lumpur, Putrajaya and all districts in Selangor with the exception of Kuala Langat, Kuala Selangor, Sabak Bernam and Ulu Selangor. The aspiration for greater Kuala Lumpur is to drive rapid growth in parallel with upgrading the city’s liveability. Within the Economic Transformation Programme (ETP), the National Key Economic Area (NKEA) for the Greater KL/KV region has specified the following objectives; to achieve a top-20 ranking in city economic growth while being among the global top-20 most liveable cities by 2020 via 9 Entry Point Projects (EPP). The proposed EPPs under GKL/KV are as follows: No. EPPs 1 Attracting 100 of the world’s most dynamic firms within priority sectors Attracting the right mix of internal and external talent Connecting to Singapore via a high speed rail system Building an integrated urban mass rapid transit system Revitalising the Klang River into a heritage and commercial district Greening Greater KL to ensure residents enjoy sufficient green space Creating iconic places and attractions Creating a comprehensive pedestrian network Developing an efficient solid waste management ecosystem 2 3 4 5 6 7 8 9 2020 GNI (millions) 41,440.5 Jobs 118,212.1 560 6,223.8 28,700 21,266.1 20,000 4,280.5 17,041 991.5 2,817 464.4 6.4 13,481 279 156.5 N/A 234,001 Besides the EPPs, the following mega projects are to be constructed in Greater KL/KV area by 2020. Each project has a Gross Development Value (GDV) of more than RM10 billion; Klang Valley MRT Project, KL International Financial District, Kampung Baru Redevelopments, Naza KL Metropolis & Matrade Centre, Tamansari Riverside Garden City, KL Sentral Lot C and Lot E, Re-development of Rubber Research Institute in Sungai Buloh, Bandar 1Malaysia (Sungai Besi Air Force Base) and Menara Warisan project. Industrialised Building System (IBS) is the term coined by the industry and Government in Malaysia to represent the adoption of construction industrialisation and the use of prefabrication of components in building construction. IBS in Malaysia began in early 1960’s when the Government started its first project using IBS that aimed to speed up the delivery time and at the same time producing affordable and quality houses. About 22.7 acres of land along Jalan Pekeliling, Kuala Lumpur was dedicated to the project comprising seven blocks of 17 storeys flat consisted of 3000 units of low-cost flat and 40 shops lot. Today, after 40 years from its inception the use of IBS is evolving. The construction industry has started to embrace IBS as a method of attaining better construction quality and productivity, reducing risks related to occupational safety and health, alleviating issues for skilled workers and dependency on manual foreign labour, and achieving the ultimate goal of reducing the overall cost of construction. PG 12 Construction Research Institute of Malaysia (CREAM) IBS has been predicted by many to play a significant role in the construction of building in Greater KL/KV thus, assisting the implementation of ETP. The potential roles of IBS in the construction of buildings and infrastructures in Greater KL/KV are: • EPPs and mega projects in Greater KL/KV area need to be completed on time for fast utilisation to create business and values. IBS as a method of construction has proven to be quicker compared to conventional construction projects due to the usage of standardised components and a simplified construction process. It has proven to be faster to build since on-site and manufacturing activities are usually undertaken in parallel. It cuts down the duration of work and simplifies the processes by reducing on-site activities and the number of trades. • Currently, the construction industry has taken the cheaper path by utilising a cheap supply of foreign labour. In recent years, the Government has been looking for ways to reduce the number of foreign workers. The reduced number of foreign workers could hamper construction activities at site. As a result, mega projects in Greater KL/KV will face possible delays due to limited available workforces. In theory and practice, IBS offers significant labour reduction, as the number of labour forces required in IBS is far lower than those required in traditional methods. In many cases, the usage of IBS has proven that it will reduce substantially the amount of unskilled and skilled labourers directly involved on-site. IBS also alleviates the issue of skills shortages in construction since all the construction elements are fabricated at factory. IBS eliminates extensive use of carpentry work, bricklaying, bar bending and manual jobs at site. • Fewer disturbances to the community and fewer tradesmen visiting construction sites are the advantages of IBS. This benefit is critical for hospital, school and hotel refurbishment projects, particularly in the city centre area. • All the mega projects in Greater KL/KV shall need to be constructed in highest possible quality. IBS offers improvements in quality, productivity and efficiency from the use of factory-made products, thus reducing the possibilities of poor workmanship and lack of quality control. The quality of the final IBS products is normally far superior to conventional work as the former is produced under rigorously controlled conditions. Complex shapes and finishes can be inspected and any substandard component rejected before it gets erected into the structure. As observed, IBS also provides high-quality surface finishing where the joints section is the only part to be grouted, eliminating the requirement for plastering. ISSUE01/2011 01/2012 ISSUE reduced greatly due to prefabrication of most of the building components. The system offers the potential to minimise the environmental impact of construction activities in many ways. Prefabrication in a factory environment enables waste reduction through process orientation which entails controlled production and standardised processes. IBS also promotes economic and environment sustainability as component moulds could be used repeatedly for different projects, allowing economy of scale and reduction in cost. • Records tend to show that the construction industry is among the leaders in the frequency of injuries and fatalities. The fatality rate by occupational accidents at construction sites is one of the highest in the country. This is not good for the image of construction particularly on the construction of mega projects in Greater KL/KV. IBS construction sites have proven to look very tidy and organised compared to the wet and dirty conventional method sites. Wastage of temporary works such as timber formworks and props, which are normal in conventional construction, is not there when one applies IBS. Thus it reduces the risk related to health and safety by promoting safer working conditions. • In line with the Government aspiration to encourage home ownership, affordable housing projects have been launched recently under PRIMA initiative. The future locations for PRIMA projects are in Bandar 1Malaysia (Sungai Besi Air Force Base) and re-development of Rubber Research Institute (RRI) in Sungai Buloh. To support this initiative, IBS can improve the build rate of housing schemes dramatically by increasing the number of houses completed over a period of time. This will help developers to meet demands in housing and contribute to the Government’s aim to provide a sufficient supply of affordable housing. • IBS also proved that wastage can be concept of mechanisation, automation and robotics which can drive our nation towards a high income economy and reduce our dependency on foreign labour. • The mega projects in Greater KL/KV should be constructed at reasonable cost. IBS in some ways could be a cheaper method of construction compared to conventional method. The saving could come from a lower number of workers. IBS can also be cheaper if one considers the whole life costing of the building. There are direct cost savings in materials and construction overheads, while indirect cost saving occurs due to faster delivery of building. This particular advantage is beneficial for the construction of small shops and offices. Furthermore, construction of prefabricated elements in IBS results in a considerable reduction in the use of scaffolding, shuttering and other temporary supports as compared to on-site construction. • The rising sustainability awareness around the globe has put the construction industry under immense pressure to improve project efficiency and deliverables. IBS has the potential to promote sustainability development and green construction. This may be achieved from a controlled production environment, minimization of construction waste, extensive usage of energy efficient building material, a safer and more stable work environment and possibly better investment for long term project economy. The industry need to seize this opportunity and use IBS as their competitive advantages in promoting sustainable construction. It is hoped that introduction of IBS can be a catalyst for the construction industry to construct buildings and infrastructures for Greater KL/KV and modernise the industry. However, our paradigm on IBS needs to be moved from only a normal prefabrication into the PG 13 IBS TALK IBS in Affordable Housing s Sri Pajam Suria Residence Seri Pajam Development Sdn. Bhd has adopted IBS in its construction projects since 2005. After many years and a series of transition processes, the method used has progressively matured. Today, we are able to use more than 80% of precast element in our projects, thanks to our manufacturing, engineering and construction arms. There are five main component of IBS, namely Precast Concrete Framing, Panel and Box Systems, Steel Formwork Systems, Steel Framing Systems, Prefabricated Timber Framing Systems and Block Work Systems. Our company adopted the Precast Concrete Panel Systems and we fabricate panels using Vertical Mould Concept in order to ensure the panels for our projects can be produced within schedule. Before panel casting activities, the panel drawing will be developed by our engineers and drawn by our draughtsman. All the building designs are developed by a team of architects and engineers. Each of our designs is unique not only for the façade but also the floor layout. Using this concept, precast has no limitation in the façade design. It can create various kinds of modern and contemporary buildings. For our projects, the panels can be PG 14 connected by using welding method. To the panels, brackets and panels connect are used. On the right is some example of connections and weld plates which we currently use. Through our experience, IBS have proven to be in line with current market trend where demands for good houses are high. Application of IBS in development of housing projects could shortened construction period compared to conventional method. We will continue to improve our IBS methods and applications and will continue to innovate more unique architectural designs as to be more competitive and always on the edge of IBS technology. In our project, we normally apply the Vertical Mould Concept. This concept can be divided into ten steps. The first step for this concept is preparing and assembling reinforcement features. The Steel Bar and BRC must be prepared and assembled according to the panel drawings. Our supervisor will perform some checking of the steel bar that has been prepared by our foreign workers. Worker is preparing and assembling the reinforcement of panel. The second step is installation of fitting and general equipment. The worker will install the fitting and piping according to the building design for each project. Normally, this task is conducted by skilled workers to ensure smooth process. ISSUE01/2011 01/2012 ISSUE s Worker is installing electrical and piping duct. The third step is cleaning and preparing the external mould. As we all know, the steel mould needs to be cleaned and casting oil will be spread onto the surface to ensure quality finishing and to maintain the good condition of the steel mould. Worker is installing vibrator. The sixth step is concreting. During the concreting process, hoper is used. The concrete is spread evenly along the length of the panel and the electrical vibrators are switched on at several interval times. The panel are shofted to the storage area using a gantry crane. For installation of the panels, 25-tonne mobile crane is used. Worker is cleaning the external mould by using roller and applying casting oil by using sprayer. The fourth step is fixing reinforcement, weld plate and bracket. Once the mould is ready, the assembling reinforcement is fixed to the internal mould together with the plate and bracket. The plate and bracket must be tied by galvanized iron wire to ensure that the plate and bracket remain in their position during the concreting process. Worker using the hoper to concrete the panel. Next is the demoulding process. After 8 hours of drying time, the external mould is then dismantled using a gantry crane, Worker are fixing reinforcement and weld plate onto internal mould. The concrete is spread evenly along the length of the panel and the electrical vibrators are switched on at several interval times. Worker de-molding the external mould. The panels are stacked together in vertical position. After the demoulding activities, the concrete panel will be shifted to the storage area, waiting for dispatching. Panels storage yard. PG 15 ISSUE 01/2012 The panels are transported using A-Frame trailer and a mobile crane. Ground floor installation. Placing first floor half slab. Roof slab installation. Suria Residences at Pajam, comprises 10 units of two and a half storey terrace houses and 143 units of double storey terrace houses. The project was completed with CF in 10 months. In our opinion, IBS is suitable for large scale development projects. This is due to the fact that large scale projects require greater planning in terms of architectural design, engineering, market demand forecast, construction schedule, manufacturing plan, manpower distribution, transportation, heavy machinery and the likes. Good planning and coordination from all the departments are crucial in efficient and timely completion of project delivery. Apart from that, constant monitoring, good communication and fast response in troubleshooting play major roles during the construction stage of the project. Just like any other industry, good structure of organization and dedicated management crews are the soul of a company and we do appreciate and understand that good employees are the company’s greatest assets. PG 16 ISSUE 01/2012 THE EFFECTIVENESS OF INDUSTRIALISED BUILDING SYSTEM (IBS) FOR GOVERNMENT PROJECTS Report by IBS Centre CIDB Overview Specific to Government’s projects, as stipulated in the Treasury Circular Letter No. 7 Year 2008 (SPP Bil. 7 Tahun 2008) Instruction, at least 70% of IBS components need to be deployed in the implementation of every Government projects. Their effectiveness and benefits against that of conventional means must also be measured. Effectiveness was to be measured by assessing the main impact indicators which was the main objective of the study: Construction Quality Improvement, Improvement in Construction Productivity, Design Standardization for an Open System, Construction Time, Reduction in Dependency on Foreign Labour, Cost Effectiveness, On-Site Construction Wastages and Performance of IBS Support Industry. This study report was a pioneering work in the measurements of the overall IBS effectiveness as well as its achievements in Government projects. From October 2008 (when the instruction for the increase of IBS deployment in government projects was issued) to May 2010 (commencement of study), there was a total of 331 projects, amounting to about RM9.6 Billions. 88 projects had been completed, of which 85 were used for the study. The study adopted a mixed model research, using both quantitative and qualitative model approaches. It consisted of 4 surveys on perspectives from clients, project managers, contractors and manufacturers. Analysis was also based on interviews, measurements, focus group and workshop sessions. More than 95% of target groups responded to the study. 6 schools were selected for detailed assessments. The focus group was made up of industry practitioners, academicians, Government agencies and IBS experts. Findings on Government IBS Projects The implementation framework for Government projects was well organized and interlinked. The current arrangement was found to be conducive from the views of stakeholders. A total of 17 Ministries of the Government were deploying IBS in their projects. The number of IBS projects for each Ministry varied from 1 to 210 projects, the largest user being the Ministry of Education. 83.9% of the 331 projects were from 23.5% of the Ministries. The other 76.5% of Ministries had a low number of IBS projects, suggesting a large untapped market for IBS technology and components. Selangor had the highest number with 111 projects which were mainly the construction of schools. The Klang Valley, Johor and Penang made up about 61% of the total IBS projects. By location, the rest of the states represented a large potential market for IBS usage. Schools represented about RM488 Million or 91% of the total value of completed projects. The average number of projects per contractor was 9 and the number of IBS types of components per project was 7. The 85 completed projects were in the states of Selangor, Johor and WP, with a total combined value of RM535 Million. 9 contractors, 64 consultants and 14 IBS suppliers were involved directly in the projects. The average IBS score for the completed government projects (81 schools, 1 Laboratory and 1 College) was 85.4%. This was 15.4 percentage point higher or better than the 70% required for Government projects. Columns, beams and staircases were the top 3 components ordered for the majority of the completed projects. Over the last 10 years, there were many activities promoting the growth of IBS industry and technology. The growth of IBS deployment in Government projects improved significantly after the issuance of Treasury Circular Letter No. 7 Year 2008 (SPP Bil. 7 Tahun 2008) Instruction. PG 17 ISSUE 01/2012 Findings on Effectiveness of Impact Indicators The basic value chains for construction projects using IBS and conventional methods were developed for the study. In the IBS method, on-site construction and site restoration could be made much shorter. There were also other areas such as in design and approval that could provide opportunities for more savings compared to conventional means. Quality is a relative concept and a question of degree. It is a degree of conformance to design. 90.7% of stakeholders were satisfied with the overall quality compared to conventional means. 87.6% found IBS was defect free or with few minor defects that were not impacting the use of the finished building. 74.7% were satisfied with the overall quality of finished building at handover. Overall, the IBS for Government projects had met all of its quality expectations and exceeded in most parts the quality of conventional means. These included smoothness in finishing and higher grade components with factory-inspected quality check and control. Productivity can be defined as the output/input ratio, with the aim of Factors of Productivity Revenue/Staff Gross value-‐add (Note 1) Work Hours Saved/Staff Utilization of Labor (Note 2 and 3) Installation Capacity/Project Collective Utilization of factors (Note 1,2 and 4) getting more output for the same or even less input. Increased output is reflected in the higher levels of construction activity as more facilities are being built with less resources. The construction workforce plays a significant role in realizing such gains. Human resource is a major source of productivity and product improvement when it adopts to new technologies. Other factors of production such as material and machines are also sources for productivity. In most cases, it would be the combined utilization of these many aspects. To this effect, a measure would be to gauge the resultant capability of the work force or the installation capacity over that of conventional means. This makes it difficult to really measure precisely. In the case for IBS, it is one of many factors that provide the opportunities for productivity gains. In the study, it was found that there are eleven factors which affect construction productivity: a) b) c) d) e) f) Quality needs; Number and balance of labour force; Motivation of labour force; Degree of mechanization; Continuity of work; Complexity of work; g) Required quality of finished work; h) Method of construction; i) Type of contract; j) Quality and number of managers; and k)Weather Other commonly cited factors are management practices, technology innovation, labour skills and training and workforce skills development. To meet the objective of the study, these issues were simplified. Only three types of measurements were used: a) b) c) 96.3% of respondents were satisfied with the productivity improvement compared to conventional means. The average increase in Gross Value Add per staff was 43.7%, Work Hours saved per staff was up by 10.9% and the installation capacity per project had a gain of 46.8% as shown in Table 1.0. Distance to Site = 25km Distance to Site = 130 km Average (678/ 237) – (899/346) -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ = 10.4% (899/346) (743/ 290) – (953/413) -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ = 11.3% (953/413) +10.9% (743/ 290) – (953/413) -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ = 45.3% (953/413) man-‐days +46.8% (RM/ 237) – (RM/346) -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ = 46% RM/346 (678/ 237) – (899/346) -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ = -‐48.3% (899/346) man-‐days (RM/ 290) – (RM/413) -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ = 41.3% RM/413 + 43.7% Note 1: 237 and 290 were staff for total project with IBS and 346 and 413 for conventional means. 2: 899 and 953 were days used in total project for conventional and 678 and 743 for IBS. 3: The work hours per staff increased indicating more output per staff with the decreases in staffing. 4: Installation capacity required reduced with IBS and thus a net gain of similar amount. Table 1.0: Comparative Analysis on Overall Productivity Improvement using IBS. PG 18 Revenue/staff increases (gross value- add improvement), Work hours saved per staff (to reflect less utilization of labour and time or input), and Installation capacity/project (to gauge the collective utilization of labour, materials and machines) ISSUE 01/2012 Standardization can be defined as the extensive use of components, methods or processes in which there is regularity, repetition and an open usability or compatibility. However, it was found that most of the components used were proprietary components to specific manufacturers and not an open system IBS industry. During the interview sessions, the contractors presented more comments and feedbacks as follows: a) There were many non-standardized components used during the course of the construction, which increased the components costs. Work Programs Structural Frames Improvement 7 Work Activities Improvement Total for Project Improvement b) Due to site layout and conditions, they were many alterations made changing the proprietary components even more. This had further increased the costs. The main contributing factor to this was the non-standardization of components supplied to and used by contractors. Most of the components used were proprietary components to specific manufacturers and not an open system IBS industry. In summary, the current standardization and standards are effective as they are, for the objectives (and conditions) they were designed for. It is now not completely effective in many aspects such as scope, Distance to Site = 25 km IBS Conventional Days Days 24 112 -‐78.6% 165 386 -‐57.2% 678 899 -‐24.6% details and sizes of components. The definition of construction time used was the total duration of time from the start of physical construction work until the end of physical construction phase. 83.9% of all respondents were satisfied. 55.2% saw time was well reduced in varying degrees from 3 months to 18 months. Reviews and measurements showed that the structural work alone produced savings in time by 74.3%, overall for the total project a reduction in time of 23.3% or 216 days as shown in Table 2.0. Distance to Site = 130 km IBS Conventional Days Days 24 80 -‐70.0% 197 407 -‐51.6% 743 953 -‐22.0% MEAN % LESS Days 74.3% 54.4% 23.3% Table 2.0: Comparative Analysis on Construction Time using IBS The contractors and manufacturers also presented comments and feedbacks as follows: a) Getting a 40 ton crane was an issue and caused a delay in installation; b) Access to site by large trailers was also an issue; c) Components sometimes had to be stored on-site; d) Restricted holding space area restricted fast usage of components; e) On average 30% reduction in time was achievable almost all of the times; f) Components were also ex-factory, ex stock thus instantaneous supplies; g) If delivery was stalled, components storage was charged and caused delays; h) Lead time of 6 months could help producers a lot ; 4 months time saved was achievable all the time. In summary, IBS was effective compared to conventional methods with a reduction in construction time of 23.3%, or 7.2 months in total for a project. Cost effectiveness can be defined as getting more for the same amount of money, or the resulting benefits as a whole, can bring down the total required capital outlay. The stakeholders were divided on the issue of cost effectiveness. Overall, only 51.5% observed reduced costs compared to conventional. None of the contractors agreed it was completely cost effective and indicated an increase in costs of up to 20% rather than decrease. The manufacturers were adamant that components costs were only higher by 10% and most of the time were actually comparable with conventional means. During the interview and measurement sessions, the findings showed that there were many reasons why the costs of components were higher than conventional. Reasons which were inherent to IBS itself were: components costs were higher than conventional due to the current closed system IBS industry, suppliers were in a position to dictate prices due to proprietary components, components were of a higher factory quality and less number of suppliers pushing prices up. Factoring in other benefits from other impact indicators revealed that the use of IBS in Government projects was cost effective overall in terms of the net costs. The net saving was 15% of project value to the contractors despite the prevailing industry and market inefficiencies. PG 19 ISSUE 01/2012 Other reasons contributing to a higher component prices were as follows: Sources of Savings a) The contract terms were too unfavourable; b) The capital investment for suppliers were high at RM50 Million c) The industry was short of Hollow Core Slab suppliers; d) Contractors to be suppliers but funding not readily available; e) Increases in material costs; f) Payments were always late, but components had to be paid upfront; g) Fast moving high investment construction, payment terms needed to be improved; h) Each contractor had to have five (5) projects or more to offset the increment in component costs. i) Payments to contractor to be made upon components purchased and not after delivery to site; j) Approvals/CF were late because Local Authorities need to follow bureaucracy. 1. Reduction in construction time 2. Reduction in labour 3. Reduction in man-months 4. Cost per labour per month 5. Total cost savings 6. Typical project cost 7. Net savings (items 5/6) x 100 Many of the reasons above were due to inefficiencies of IBS industry structure, market situations and operations. This was not unreasonable because of the young stage of IBS industry lifecycle compared to 50 over years for conventional means, in which relatively speaking, market “equilibrium” had been achieved, both from intervention as well as market forces. -23.3% or 7.2 months - 47.8% or 116 man units 835.2 man-months RM1,000/- (estimation) RM835,2000 per project RM6 Million 13.9% Other cost savings or gains 1. Value add/staff + 43.7% Note 1 2. Installation capacity/project + 46.8% Note 2 3. Reduction in wastages Note 3 4. Disposal delivery Note 4 5. Cost of disposal itself Note 5 Note 1: Gains in revenue/staff contribute to profit margin 2: Excess capacity can be translated as new opportunities 3: Direct cost of wastages 4: Cost of collection and transportation 5: Cost of landfill, incineration or recycling borne by Government Table 3.0: Overall Net Cost Savings using IBS The definition for wastages was the wastes produced on-site resulting from work activities, cutting, excesses in materials and packaging. All (100%) stakeholders agreed there were a lot of reduction as shown in Table 4.0. It was conclusive that the types of savings in wastages were from items that are normally used in conventional methods to produce structural systems. These include concrete, cements, sand, steel, plasters and water. However, data on their monetary values were not available for measurement. Furthermore, the savings in costs from: a) labour reduction; b) shorter completion time (more available man-days); c) productivity increases; d) less wastages on-site, and e) less reworks, had not been factored in the total equation. If these were factored in as shown from the measurements data in Table 3.0, there was an average total net savings of 13.9%. Therefore, the use of IBS in Government projects was cost effective overall in terms of the net costs of about 15% of project value to the contractors despite the prevailing industry and market inefficiencies. PG 20 Survey Items and Comments Satisfied with reduction in wastages Less wastages with IBS Areas where no wastages Timber formwork/scaffolding Concrete/cement/sand/plaster Idle workers Steel bars Cutting wastages Pillferages Brickwork Tiling Crane and Tools Note 1 : 100% and the Mean Score was 8.33 N = 242 100.0% Note 1 59.1% 32.2% 26.6% 13.9% 12.1% 12.1% 1.8% 0.3% 0.3% Table 4.0: Respondents on Wastages On-Site ISSUE 01/2012 There was also reduction in items that are used to support the construction of structural systems. These include timber, timber formwork, scaffolding, cranes and tools and even workers (idle man-hours). The third group of reduced wastages was in paper and plastic packaging materials that would be present in conventional means. The reduction in wastages would have saved costs in materials as well as in disposal fees and delivery. Charges for wastages disposal facilities (such as landfills, incineration and recycling) would be reduced too with less waste. Other costs included water processing and river cleaning. On-site air pollutants and dust particles were also reduced with the use of IBS. In summary, the study revealed that there were less wastage in 3 groups; items replaced by IBS, items needed for conventional means, and packaging and disposal. Thus IBS was effective. The support industry was defined as contractors, manufacturers, distributors, agencies, authorities, consultants and regulators who were directly or indirectly contributing or affecting to the construction value chain of Government IBS projects. The industry was found to be a closed system with proprietary components, resulting in higher component costs and higher bargaining power of suppliers. The distribution of contractors and main suppliers by staff strength is given in Table 5.0. The structure of the industry supporting the IBS Government projects was still inefficient, with low concentration of supplier ratio to contractors of 0.8 to 1, creating a noncompetitive environment. In such a condition, the suppliers had a bigger bargaining power than the contractors. Bubble is Average Total Revenue per year (RM million) from all IBS related projects 40 50 Number of 30 305 Government 10 Projects 20 S2 S3 Completed 10 S1 25 3 40 S4 5 20 16 30 Table 5.0 IBS Revenue per year and 10 11-20 21-30 >30 Staff/year average staff per year for contractors and suppliers Number of Contractors = 1 2 2 0 = 5 involved in the completed Manufacturers = 1 0 1 2 = 4 project /Supplier (S) The quality and range of the IBS products than 30 per year. Their revenues however, acquisitions were also factors were dictated by the suppliers, due to the limited number of suppliers, and being a closed system. Two of the four suppliers (S3 and S4) had staff strength of more than 30 persons per year. Their average revenue per year was between RM25 to RM30 Million. Their average revenue per year did not depend on the number of Government projects suggesting that the large suppliers were dependent on other markets than the government. The other two suppliers (S1 and S2) were smaller in size. Their staff strength per year varied from 10 to 20 persons. Their average revenue per year was about RM3 Million to RM10 Million. Their revenues were dependent on IBS from Government projects. As far as contractors were concerned, all were medium-sized with staff strengths less ranged from RM16 Million to RM305 Million. Four out of the five contractors were dependent mainly on the Government projects. The fifth contractor with large revenue per year could be deduced, was also involved projects for the private sector. In summary, a) The industry was found to be a closed system with proprietary components, resulting in higher component costs and higher bargaining power of suppliers. b) The structure of the industry supporting the IBS Government projects was still inefficient, with low concentration of supplier ratio to contractors of 0.8 to 1, creating a non-competitive environment. c) The high entry costs, high exit costs and uncertain contract d) e) f) g) h) preventing many more suppliers into the market especially from bumiputra entrepreneurs. The quality and range of the IBS products were dictated by the suppliers, due to the limited number of suppliers, and being a closed system. Ideally the market ought to be a competitive oligopolistic market with an open IBS system. This would drive the prices into equilibrium, providing more predictable costs to both the clients and contractors. The contractors were also more dependent on the Government IBS projects for their income, than the manufacturers, who also supplied to other markets. All manufacturers had no difficulties with the supply of skilled manpower, machines or materials. PG 21 ISSUE 01/2012 Conclusions Based on the findings and analysis, the conclusions from the study can be summarized as follows: IBS Score in Government Projects The usage of IBS in Government projects was about 85%. This was based on 85 completed projects or 26% of 331 ongoing Government IBS projects examined during the study period. Impact Indicators where IBS were Effective Six out of eight Impact Indicators showed that IBS were more effective compared to conventional means of construction as follows: a) Construction Quality Improvement · Better factory quality and finishing. b) Improvement in Productivity · Value-add/staff increased by 43.7%. c) Construction Time · Reduced by 23.3% or 7.2 months. d) Reduction in Foreign Labour · Reduced by 47.8% or 116 man units in 6 types of labour. PG 22 e) Cost Effectiveness · Components costs increased up to 20%, due to closed system, better quality and fewer suppliers. But overall the costs were reduced by 15% of project value due to net savings of 835 man-months. f) On-site Construction Wastages · Less in 3 groups of items; materials replaced by IBS, materials supporting workmanship and materials from packaging. Impact Indicators where IBS were not Fully Effective Two out of eight Impact Indicators showed that IBS were not fully effective compared to conventional means of construction as follows: a) Design Standardization for an Open System · Currently a closed system with proprietary components, resulting in higher component costs of 10 to 20%. b) IBS Industry Support · Low concentration of suppliers to contractors at 0.8 to 1 in the completed projects, resulting in instability of prices, in delivery of components and other market inefficiencies. Main Feedbacks from the Supply Chain The main feedbacks from the contractors and manufacturers for improving the implementation of IBS Government projects were: a) Design standardization for an Open System, to ensure less proprietary components and more competitive pricing. b) Availability and access to more suppliers, to provide competition for better pricing and quality. c) Procurement Policy which is open tender and fair, and a set minimum number of projects per contractor to gain economies of scale. d) Improvement in SOP for IBS approval in local authorities, to ensure faster approval. e) Better and conducive payment terms due to fast moving and high investment nature of IBS business and projects. f) More training and knowledge on how to improve IBS Effectiveness in future projects. ISSUE 01/2011 ISSUE 01/2012 NEWS FLASH NEWSPAPER CLIPPINGS IBS langkah terbaik kurangkan penggantungan tenaga kerja asing Utusan Malaysia ARKIB : 30/05/2011 KOTA KINABALU 29 Mei - Pendekatan Sistem Pembinaan Industri (IBS) yang dilaksanakan oleh Lembaga Pembangunan Industri Pembinaan (CIDB) dalam mengurangkan penggunaan pekerja asing di negara ini ternyata berjaya. Pengerusinya, Datuk Ir. Hamzah Hasan berkata, transformasi CIDB melalui pendekatan IBS iaitu melalui kaedah ‘pasang-siap’ bagi menyiapkan sesuatu projek pembangunan itu mampu memastikan kualiti pembinaan yang lebih baik dan kukuh. “Dengan IBS, barangan yang telah siap dari kilang terus dibawa ke tapak pembinaan dan ini sudah mengurangkan penggunaan tenaga pekerja asing untuk menyiapkan beberapa struktur bangunan,” katanya di sini, baru-baru ini. Beliau berkata demikian selepas merasmikan Minggu Pembinaan Wilayah Sabah (RCW 2011) dan melihat program tanggungjawab sosial korporat (CSR) CIDB membaik pulih Masjid Muhajirin di Inanam di sini, baru-baru ini. Mengulas lanjut, Hamzah berkata, pendekatan IBS itu juga mengurangkan pembaziran dalam sektor pembinaan dan dalam masa yang sama, ia mempercepatkan satusatu pembinaan. Menurutnya, ia merupakan pendekatan terbaik dalam merancakkan pembangunan negara dan sangat efisien untuk memastikan setiap pembangunan disiapkan dalam masa yang ditetapkan. Jelasnya, tenaga kerja, bahan binaan dan amalan atau proses kerja merupakan tiga aspek utama dalam memastikan setiap pembinaan mempunyai kualiti yang ditetapkan. Dalam pada itu katanya, CIDB akan terus melaksanakan program Minggu Pembinaan Wilayah yang lebih mapan bagi memastikan ia mendapat penglibatan menyeluruh daripada penggiat industri pembinaan negara. Katanya, program seumpama itu bukan sahaja membolehkan golongan tersebut bertukar-tukar pandangan dan pengalaman, malah meningkatkan kemahiran menerusi bengkel yang disediakan. Bumis told to enter manufacturing, IBS Published: 2011/09/06 KUALA LUMPUR: Bumiputra companies should be more involved in manufacturing based and industrialised building system (IBS) sector, UDA Holdings Bhd’s chairman Datuk Nur Jazlan Mohamed said. Currently, there is only 10 percent Bumiputera participation in procurement and supply chain within the construction industry. Bumiputera participation is most highest in maintenance, planning and design, he said. Jazlan said greater involvement in manufacturing based and IBS will help sustain Bumiputera participation in the industry. “Having more locally produced IBS will not only make the industry more cost effective but through this effort, Bumiputera players can be more innovative and grow globally,” he told Business Times. Jazlan said the government needs to restructure the outdated Bumiputera agenda and ensure that a reformed policy will not just benefit the one person who gets the contract. “Times have changed... creation of wealth must be shared,” he added. UDA has been criticised for neglecting its social responsibility in supporting Bumiputera initiatives against profit generation and corporate objectives. Jazlan said the government should not give in to the pressure groups and should realise that the cost of Bumiputera agenda is not sustainable in the long run. “UDA is one example. It was not profit-driven from the start. When it was established, the company’s main aim was to develop and build, and was given an annual grant of multimillion ringgit,” he said. He said the completed projects were given to Bumiputeras who requested for a further discount in rental cost. The assets were then left rundown as they got too expensive to be managed by UDA. While its neighbours like Starhill, Lot 10 and Fahrenheit 88 have undergone several refurbishment exercises over the years, BB Plaza, which is owned by UDA has not been refurbished or renovated since 1992 due to lack of cash. UDA had recently spent RM63 million to renovate the Puduraya bus terminal and is now set to lose RM1 million a year because tenants refuse to pay higher rent. “The Bumiputera agenda desperately need to be restructured. It is not impossible. Government must explain properly on the losing cost to sustain this agenda,” Jazlan said. Read more: Bumis told to enter manufacturing, IBS http://www.btimes. com.my/Current_News/BTIMES/articles/ bumiss/Article/#ixzz1Z7Hg1CKm PG 23 ISSUE 01/2012 Bengkel Penambahbaikan Modul-modul Latihan IBS/MC Jawatankuasa Pakar IBS/MC telah bersetuju dengan cadangan untuk menambahbaik modul-modul latihan IBS/MC yang sedia ada agar lebih relevan dan mengikuti perkembangan semasa. Bengkel tersebut telah diadakan pada bulan Jun 2011 yang lepas dengan objektif seperti di bawah: • Menyusun, membangun dan menambahbaik modul- modul latihan berasaskan IBS dan MC yang sedia ada agar isi kandungannya lebih relevan dan selaras dengan perkembangan semasa; • Membincangkan isu-isu yang dihadapi oleh pihak kerajaan dan industri dalam usaha mempromosikan penggunaan IBS ini; dan • Mencadangkan aktiviti-aktiviti yang bersesuaian bagi meningkatkan kesedaran tentang kepentingan penggunaan IBS dalam industri pembinaan negara. Bengkel khas itu telah dihadiri oleh wakil-wakil industry yang terdiri daripada JKR, Institute of Engineers Malaysia [IEM], Universiti Teknologi Malaysia [UTM], Universiti Teknologi Mara [UiTM], Universiti Putra Malaysia [UPM], Universiti Islam Antarabangsa [UIA], Proven Holdings, Construction Research Institute [CREAM], Bahagian Pembangunan Kontraktor CIDB dan Pusat IBS yang bertindak sebagai penyelaras program. PG 24 Modul latihan yang dibincangkan menyentuh 6 jenis utama dalam IBS iaitu sistem kerangka besi, konkrit pra-tuang, kerangka kayu, formwork, blockwork dan inovatif. Melalui perbincangan, perbahasan dan pandangan yang telah diberikan oleh ahli-ahli yang terlibat, penambahbaikan kepada tajuk-tajuk dan pengisian modul-modul latihan telah dibuat dan hasilnya akan dikaji semula dan dibentangkan untuk penilaian pada tarikh yang akan ditetapkan. Modul-modul latihan yang baru yang telah dipersetujui ialah: i. Pengenalan IBS & MC di Malaysia ii. IBS Score iii. Design Concept of IBS System iv. IBS Project Management : Method Statements & Applications v. IBS Procurement System Contact & Administration vi. Modular Coordination Secara keseluruhannya, bengkel ini telah berjaya mencapai objektif yang telah digariskan. Hasil dari perbincangan ini akan menjadi pemangkin kepada aktiviti yang seterusnya iaitu pengisian kandungan bagi modul-modul dan silibus yang telah dicadangkan. ISSUE 01/2012 Forum Penggiat Industri IBS dijalankan bertujuan untuk mengumpul para penggiat industri IBS yang terlibat bagi membincangkan dan mencari jalan penyelesaian terhadap beberapa isu dan permasalahan yang dihadapi dalam melaksanakan penggunaan kaedah IBS dalam projek pembinaan bangunan masa kini. d Objektif Pelaksanaan Program i) Menyediakan platform perkongsian pengetahuan dan dialog di antara penggiat industri bagi menyelesaikan isu-isu dan segala permasalahan dalam melaksanakan projek IBS agar industri IBS terus relevan dan kompetetif. ii) Mempertingkatkan kapabiliti, pengetahuan dan tahap kesediaan penggiat industri pembinaan khususnya industri IBS selaras dengan hasrat kerajaan dalam memodenkan industri pembinaan negara. iii) Membentuk rangkaian industri yang kukuh dan seterusnya mewujudkan persekitaran ekonomi yang stabil dengan peluang peluang perniagaan dalam industri IBS. Penggiat industri pembinaan khususnya industri IBS yang terdiri daripada perunding, pengeluar/ pengilang, pembekal dan kontraktor IBS akan dipersediakan dengan landasan yang tepat agar terus relevan dengan arus perkembangan teknologi Selaras dengan dasar kerajaan untuk memodenkan industri pembinaan negara dan pelan tindakan dalam Roadmap IBS 2011-2015, program Forum Penggiat Industri IBS ini adalah sebagai langkah strategik bagi meningkatkan penggunaan IBS dan seterusnya memajukan sektor pembinaan negara sepertimana objektif pelaksanaan program seperti berikut: y pembinaan semasa. Dengan adanya program Forum Penggiat Industri IBS ini, industri IBS amnya dilihat akan terus relevan dan kompetitif dalam sektor pembinaan negara dan juga di peringkat global. Zon dan Tarikh Pelaksanaan Program Zon-zon yang terpilih dan tarikh pelaksanakan program Forum Penggiat Industri IBS bagi tahun 2011 adalah seperti berikut: i) Zon Sarawak pada 19 Mei 2011 yang telah dilaksanakan oleh CIDB Negeri Sarawak di Pejabat CIDB Negeri Sarawak. ii) Zon Utara pada 13 Julai 2011 yang telah dilaksanakan oleh CIDB Negeri Kedah di Hotel Sunway, Seberang Jaya, P.Pinang. iii) Zon Timur pada 21 Julai 2011 yang telah dilaksanakan oleh CIDB Negeri Pahang di Hotel Grand Continental, Kuantan Pahang. Sesi ini dilaksanakan dengan mengambil pendekatan sesi dialog diantara ahli panel dan peserta forum. d Ahli-ahli panel yang dilantik telah membentangkan pendapat dan pandangan mereka terhadap isu-isu yang menjadi halangan pelaksanaan projek IBS beserta dengan cadangan penyelesaian yang perlu diambil dalam melaksanakan projek IBS. Panel–panel yang dilantik untuk forum-forum yang diadakan terdiri dari wakil dari pihak perunding, pengeluar, kontraktor dan Pusat IBS. Ahli-ahli panel adalah terdiri daripada profesional yang terlibat secara langsung dengan projek-projek IBS yang telah membentangkan kertaskertas yang bertemakan penyelesaian permasalahan pelaksanaan projek IBS. Ia disusuli dengan sesi perbincangan secara berkumpulan peserta-peserta forum bagi membincangkan isu-isu yang telah dikenalpasti. Seterusnya sesi pembentangan cadangan penyelesaian oleh wakil peserta daripada setiap kumpulan adalah kemuncak program sebelum diakhiri dengan sesi penggulungan moderator forum. Secara keseluruhannya, program ini berjaya menarik penyertaan seramai 150 orang peserta yang terdiri daripada pelbagai lapisan penggiat industri dan juga agensi-agensi Kerajaan. Setiap forum yang diadakan disusuli dengan satu mesyuarat bersama PG 25 ISSUE 01/2012 RUMUSAN PROGRAM Program ini dilihat berjaya mendapatkan input daripada peserta-peserta forum dalam mengenalpasti beberapa permasalahan yang dihadapi dalam rantaian penggiat industri dalam melaksanakan projek yang menggunakan kaedah IBS. MARA. Mesyuarat bersama MARA diadakan untuk membincangkan isuisu berkaitan pembangunan usahawanusahawan Bumiputera khususnya di Beberapa cadangan telah diketengahkan dan dikenalpasti berpontensi bagi menyelesaikan isu-isu yang telah dibangkitkan. Meskipun demikian, ada diantara cadangancadangan tersebut telah pun digunapakai dan dilaksanakan oleh CIDB sebagai usaha penyelesaian terhadap permasalahan yang telah dikenalpasti. dalam industri IBS. Wakil daripada Ibu Pejabat MARA telah dijemput hadir pada mesyuarat ini bagi membincang potensi kerjasama dan usaha yang • Memperbanyakkan dan memperluaskan program latihan kemahiran pemasangan komponen IBS dengan kerjasama pusat-pusat latihan seperti MLVK, IKM, ILP, IKBN, Giatmara dan lain-lain dan tidak terhad kepada ABM sahaja. • Memperbanyakkan dan memperluaskan skop program latihan profesional IBS dalam perancangan dan koordinasi pengurusan projek IBS dengan kerjasama IPTA/S dan badan-badan profesional. dapat membantu Pengeluar Kontraktor Bumiputera seperti: • Menghapuskan sistem tertutup dalam pasaran dengan penggunaan katalog komponen yang standard. • Menguatkuasakan peraturan penggunaan IBS dalam projek-projek pembangunan melalui KPKT, PBT dan OSC. • Penggunaan tender terbuka dan membangunkan BQ dalam format komponen IBS. • Menggalakkan R&D dan inovasi komponen IBS. “Langkah strategik bagi meningkatkan penggunaan IBS dan seterusnya memajukan sektor pembinaan negara sepertimana objektif pelaksanaan program”. PG 26 dan ISSUE 01/2012 BENGKEL “TRAIN THE TRAINER” BAGI MODUL KONKRIT Tarikh : 12 – 14 September 2011 Tempat : Avilion Admiral Cove, Port Dickson, Negeri Sembilan IBS Roadmap 2011 – 2015 diperkenalkan bagi menunjukkan komitmen negara untuk merubah sistem industri pembinaan dari bersifat konvensional kepada pembinaan yang lebih sistematik dan mesra alam. Salah satu pelan strategiknya menggariskan keperluan untuk meningkatkan pengetahuan dan kemahiran mengenai rekabentuk IBS di kalangan para penggiat industri pembinaan melalui penganjuran latihanlatihan berasaskan IBS dan Koordinasi Modular (MC). Modul-modul latihan sediada sedang dalam fasa penambahbaikan bagi memastikan kandungannya lebih relevan, komprehensif dan selaras dengan perkembangan industri pembinaan semasa. Dalam masa yang sama, Pusat IBS turut bertanggungjawab untuk menambah bilangan tenaga-tenaga pengajar yang berkepakaran dalam modul-modul latihan tersebut. Satu program “Train the Trainer” telah dianjurkan pada September 2011 yang lepas dengan objektif utamanya ialah untuk memberikan latihan secara intensif dan komprehensif dalam Modul Rekabentuk Konkrit Pra-Tuang kepada bakalbakal tenaga pengajar/ jurulatih disamping untuk menguji pengetahuan dan kemahiran mereka dalam modul latihan tersebut. Program ini diharapkan dapat melahirkan tenagatenaga pengajar/jurulatih yang berkepakaran dan bertauliah dalam modul rekabentuk tuang. konkrit pra- Pusat IBS, CIDB selaku penganjur bengkel telah menjemput peserta-peserta yang mewakili beberapa institusi pengajian tinggi, persatuan-persatuan profesional dan Pusat Latihan Bertauliah IBS (PLB IBS). Mereka terdiri dari Universiti Teknologi Malaysia [UTM], Association of Consultant Engineers Malaysia [ACEM], Institution of Engineers Malaysia, Universiti Teknologi Mara [UiTM], Universiti Sains Malaysia [USM], IKRAM, Al- Farabi dan Construction Research Institute Malaysia [CREAM]. Secara keseluruhannya, bengkel ini telah berjaya mencapai objektif yang telah digariskan. Para peserta bengkel ini seterusnya ditauliahkan sebagai tenaga pengajar bagi modul Konkrit Pra-Tuang dan berkelayakan untuk menyampaikan latihan-latihan yang berkaitan dengan modul tersebut. PG 27 ISSUE 01/2012 PG 28 ISSUE 01/2012 PG 29 INFO IBS iBSTECH iBSChart PLATINUM BUBBLE BubbleDeck is a revolutionary method of virtually eliminating concrete from the middle of a floor slab that is not performing any structural function, thereby dramatically reducing structural dead weight. BubbleDeck is based on a new patented technique - the direct way of linking air and steel. Void formers in the middle of a slab eliminates 35% of a slabs self-weight removing constraints of high dead loads and short spans. Incorporation of recycled plastic bubbles as void formers permits 50% longer spans between columns. Combination of this with a flat slab construction approach spanning in two directions - the slab is connected directly to insitu concrete columns without any beams - produces a wide range of cost and construction benefits. PROGRAM PENSIJILAN PEMASANG (INSTALLER) IBS DARI JANUARI HINGGA 31 OKTOBER 2011 A) PENSIJILAN PEMASANG IBS MENGIKUT JENIS JENIS Pemasang Blok Konkrit Ringan Pemasang Konkrit Pra-‐Tuang Pemasang Kerangka Aluminium Pemasang Kekuda Bumbung (Kayu) Pemasang Kekuda Bumbung (Keluli) Pemasang Bumbung (Kayu) Pemasang Bumbung (Keluli) JUMLAH Environment Advantages: - GBI - Platinum Award - Less material consumption - cement, aggregates, water, steel, 1 kg of plastic replaces 100 kg of concrete - Less energy consumption - in production, transport and carrying out - Less emission - savings in CO2 emission up to 40kg/m2 - No waste generation - every component can be recycled Design Advantages: - Reduced weight - Increased strength - Larger spans - Fewer columns - No beams or ribs under the ceiling BILANGAN 1807 418 0 131 904 0 1332 4592 Pemasang Blok Konkrit Ringan Pemasang Konkrit Pra-‐ Tuang Pemasang Kerangka Aluminium Pemasang Kekuda Bumbung (Kayu) Pemasang Kekuda Bumbung (Keluli) Pemasang Bumbung (Kayu) Pemasang Bumbung (Keluli) Economy Advantages: - Savings in the materials are substantial (up to 35%) - Transportation costs are substantially reduced - Faster construction time (reduction in erection cycles with 20-40%) - Subsequent work (installations), is simplified - Buildings can be made more flexible - Buildings are lighter than conventional slab design substantially, lower overall costing. Thank you. For further information on the above you may contact Bubble Deck Construction Sdn. Bhd: HP: 019-338 6747 Email: [email protected] Address: 59, Jln Kg. Pandan 55100 KL PG 30 ISSUE 01/2012 Lembaga Pembangunan Industri Pembinaan Malaysia Tingkat 7, Grand Seasons Avenue, 72, Jalan Pahang, 53000 Kuala Lumpur Tel: 03-40453800 Fax: 03-40453858 www.cidb.gov.my Pejabat CIDB Wilayah Persekutuan Kuala Lumpur Tingkat 7, Grand Seasons Avenue, 72, Jalan Pahang, 53000 Kuala Lumpur Tel: 03-40453800 Fax: 03-40453858 Pejabat CIDB Negeri Melaka No. 24-2 & 26-2, Tingkat 2, Bgn. Kota Cemerlang, Lebuh Ayer Keroh, 75450 Ayer Keroh, Melaka Tel: 06-232 8895 Fax: 06-232 8950 Pejabat CIDB Negeri Johor Lot 2067, Batu 3, Jalan Tampoi, 81200 Johor Bahru, Johor Tel: 07-234 4808 Fax: 07-234 4807 Pejabat CIDB Negeri Terengganu Tingkat 7, Menara Yayasan Islam Terengganu, Jalan Sultan Omar, 20300 Kuala Terengganu, Terengganu Tel: 09-624 5311 Fax: 09-623 8973 Pejabat CIDB Negeri Kedah Lot 7-9, Kompleks Perniagaan Asas Jaya, 05000 Alor Setar Kedah Darul Aman Tel: 04-733 1234 Fax: 04-733 1175 Pejabat CIDB Negeri Pulau Pinang Lot 9.01, Tingkat 9, Bangunan KWSP, No. 3009 off Lebuh Tinggiri 2, Bandar Seberang Jaya, 13700 Seberang Jaya, Pulau Pinang Tel: 04-390 2448 Fax: 04-390 7448 Pejabat CIDB Negeri Perak Lot. 5.02, Tingkat 5, Bangunan KWSP, Jalan Greentown, 30450 Ipoh, Perak Tel: 05-242 3488 Fax: 05-255 5488 Pejabat CIDB Negeri Sarawak Tingkat 1, Blok A, Kompleks CIDB, Jalan Sultan Tengah, 93050 Kuching, Sarawak Tel: 082-445 833 Fax: 082-447 833 Pejabat CIDB Cawangan Miri Tingkat 1, Wisma Rela Aman, Lot 1301, Blok 9, MCLD Miri Water Front, 98000 Miri, Sarawak Tel: 085-417 431 Fax: 085-417 432 Pejabat CIDB Selangor Lot 4, Tingkat 5, Wisma Perbadanan Kemajuan Pertanian Selangor, Persiaran Perbandaran, Seksyen 14 40675 Shah Alam, Selangor Tel: 03-5512 8600 Fax: 03-5512 8620 Pejabat CIDB Negeri Sabah Lot EG. 11, Tingkat Bawah, Block E, Bangunan KWSP, 88100 Kota Kinabalu, Sabah Tel: 088-235 060 Fax: 088-242 481 Pejabat CIDB Cawangan Tawau TB 306, Tingkat 2, Blok 35, Kompleks Fajar, Jalan Hj. Karim, Beg Berkunci No.7, 91009 Tawau, Sabah Tel: 089-777 842 Fax: 089777 840 Pejabat CIDB Negeri Pahang Tingkat Bawah, B246 & 248, Wisma Kontraktor Melayu Pahang, Jalan Dato’ Lim Hoe Lek, 25200 Kuantan, Pahang Tel: 09-517 8734 Fax: 09-517 8751 Pejabat CIDB Negeri Kelantan No. U7.2, Tingkat 7, Menara Perbadanan, Jalan Tunku Petra Semerak, 15000 Kota Bharu, Kelantan Tel: 09-744 4311 Fax: 09-743 4311 Ingin Berkongsi Maklumat dan Pengetahuan mengenai IBS dalam Industri Pembinaan? Anda dijemput untuk menghantar penulisan/hasil karya untuk disiarkan di dalam majalah ini. Kami Alu-alukan Penulisan dari: Institusi Kerajaan Institusi Korporat Persatuan-Persatuan Pembekal/Pengeluar Barangan dan Perkhidmatan IBS Penggiat Industri Pembinaan IBS Ahli Akademik Pelajar Orang Awam TAJUK PENULISAN Tajuk penulisan yang dicadangkan ialah mengenai industri pembinaan dan IBS. Hasil penulisan mestilah asli dan ianya boleh ditulis di dalam Bahasa Malaysia ataupun Bahasa Inggeris. Saguhati akan diberikan kepada hasil tulisan yang dipilih untuk penerbitan. Sekiranya anda berminat, sila hubungi kami di ibsdigest@cidb. gov.my untuk keterangan lanjut. PG 31