Practice of the Value Engineering Mechanism in Engineering Works: Case of Private Investments in the Kaohsiung Arena Project (Above-ground Coliseum)

• Main Authors: Hung-ming Tseng, 曾鴻明
• Other Authors: none
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/58594809047286443234

碩士 === 國立高雄大學 === 都市發展與建築研究所 === 98 === While all-out participation is the nature of major public construction projects, the relevant professional government units will participate in these projects during the planning, design and construction stages, and the contractors are responsible for completing these important projects. However, construction teams are often requested to draw up catch-up plans to complete the project within a limited period of time by the organizer, owner, supervisor and constructor wanting to show their performance. In doing so, it will be impossible to realize value engineering in terms of project quality, construction cost, defect improvement, acceptance inspection and delivery. Also, excessive construction cost and unreasonable back-order contracts often become the causes of disputes and result in a waste of unnecessary resources. Based on the construction stage of a completed project, this study investigates the management effectiveness of the Kaohsiung Arena Project from construction through acceptance inspection in terms of three aspects, construction period, cost and quality; and explores the best timing for initiating the value engineering mechanism and solutions or materials based on the problem points discovered with back inference in order to locate the optimal solutions as a reference for realizing effective management and zero-fault construction in future projects. The findings of this study show that the plan-do-check-act cycle is can be an iterative solution for contractors to discover problems and initiate the value engineering mechanism in the three major stages of project construction, including the qualification review of material suppliers, the review of construction drawings, and onsite construction. Also, there is no superiority between the optimal solution and the plan optimization. Therefore, these can prove that value engineering is the optimal tool for project management. If contractors understand the significance and grasp the optimal timing of applying value engineering to discover problems before construction and take immediate corrective actions, this can enhance the efficiency and effectiveness of project management. Additionally, the foci of the proposed optimal solution are the most important, and any functions in the solution must correlate to the functions in the original plan in order to standardize the solution. Lastly, new concepts appropriate to the project can be added to the solution to become the preventive actions for continual improvement. Therefore, solutions should be developed for the realization of both engineering technology and economic efficiency. Also, construction engineers should seek to improve their engineering technical and project management capacity toward integrated management and defect improvement in order to shorten the construction period, reduce construction cost, and enhance construction quality.