69-Year-old male construction contractor dies after falling from open folding chair he was standing on.

Buildings ◽  
2021 ◽  
Vol 11 (6) ◽  
pp. 260
Author(s):  
James Ellis ◽  
David John Edwards ◽  
Wellington Didibhuku Thwala ◽  
Obuks Ejohwomu ◽  
Ernest Effah Ameyaw ◽  
...  

This research explores the failure of competitively tendered projects in the UK construction industry to procure the most suited contractor(s) to conduct the works. Such work may have equal relevance for other developed nations globally. This research seeks to teach clients and their representatives that “lowest price” does not mean “best value”, by presenting a case study of a successfully negotiated tender undertaken by a small-to-medium enterprise (SME) contractor; SME studies are relatively scant in academic literature. By applying the “lessons learnt” principle, this study seeks to improve future practice through the development of a novel alternative procurement option (i.e., negotiation). A mixed philosophical stance combining interpretivism and pragmatism was used—interpretivism to critically review literature in order to form the basis of inductive research to discuss negotiation as a viable procurement route, and pragmatism to analyse perceptions of tendering and procurement. The methods used follow a three-stage waterfall process including: (1) literature review and pilot study; (2) quantitative analysis of case study data; and (3) qualitative data collection via a focus group. Our research underscores the need to advise clients and their representatives of the importance of understanding the scope of works allowed within a tender submission before discounting it based solely on price. In addition, we highlight the failings of competitive tendering, which results in increased costs and project duration once the works commence on site. These findings provide new contemporary insight into procurement and tendering in the construction industry, with emphasis on SME contractors, existing relationships, and open-book negotiation. This research illustrates the adverse effects of early cost estimates produced without first securing a true understanding of project buildability and programming. Our work concludes with a novel insight into an alternative procurement option that involves early SME contractor involvement in an open-book environment, without the need for a third-party cost control.


Author(s):  
Neetu Prasad ◽  
Graeme King ◽  
Arfeen Najeeb

Abstract Thermally insulated hot buried pipelines pose a unique set of challenges. This paper discusses those challenges and how they were met during design and construction of the 150 km long Husky LLB Direct Pipeline, the longest thermally insulated oil pipeline in Canada. Thermal insulation materials are soft and can be easily damaged during construction and backfilling, and by large restraining forces at bends when the pipeline is operating at high temperatures. The large temperature difference between pipeline installation temperature and maximum operating temperature leads to large axial compressive forces that can cause movement at bends, crush insulation, increase temperatures at ground surface, cause loss of restraint, and in the worst case, lead to upheaval buckling and loss of containment. Special design and construction features to deal with these challenges, including insulation specifications, insulation of pipe bends, pipeline pre-straining, long radius bends, deeper burial, and pipeline roping, were therefore necessary. After pipe has been insulated with polyurethane foam it cannot be bent in standard field bending machines used for uninsulated pipes because the foam is too soft. The induction bends and cold bends that are shop insulated after bending are expensive. The Project minimized the number of these expensive insulated bends by using an engineered ditch bottom profile. This meant that shop bends were only needed to reduce excavation depth at sharp changes in ground surface elevation where the roped profile required excessive grading. Care was therefore necessary in the selection and development of specifications for the insulation system and shop fabricated bends, and to design and construct a ditch profile to minimize forces on the insulation and control upheaval buckling. Close co-ordination with vendors and the construction contractor was crucial for a successful and timely completion.


2019 ◽  
Vol 23 (4) ◽  
pp. 649-674
Author(s):  
Bismark Duodu ◽  
Steve Rowlinson

Purpose The purpose of this paper is to advance new insights into how internal and external social capital (SC) facets influence exploratory and exploitative innovation directly, and indirectly through absorptive capability (AC), by drawing on the relational and knowledge-based views. Design/methodology/approach The paper empirically tests the developed model using 135 survey responses from managers in construction contractor firms. Data were factor analysed, and path estimates determined using partial least squares structural equation modelling to test the hypotheses. Findings The results reveal that each social capital (SC) facet has direct benefits for both exploratory and exploitative innovation. The findings also show a mix of full and partial mediation paths between the facets of SC and innovation types through AC. Originality/value Extant research linking SC facets with innovation categories is fragmented. Added to this fragmentation is the dearth of studies linking both intra-firm and inter-firm SC with exploratory and exploitative innovation in firms. This paper makes a novel contribution by testing a model of the direct and indirect links (through AC) between internal and external SC and both exploratory and exploitative innovation in the context of construction contractor firms. The findings show how both facets of SC are necessary for exploratory and exploitative innovation. It reveals the types of relationships and capabilities necessary for specific innovation objectives.


2012 ◽  
Vol 138 (5) ◽  
pp. 621-630 ◽  
Author(s):  
H. Ping Tserng ◽  
Hsien-Hsing Liao ◽  
Edward J. Jaselskis ◽  
L. Ken Tsai ◽  
Po-Cheng Chen

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