Save Your Marriage
Different organisations, and different individuals within an organisation, will have differing expectations, perhaps widely varying. Some will place the 'standard' of maintenance high on their list of priorities others will prefer to see time and money invested in other areas. This can create difficulties for maintenance providers trying to meet differing and perhaps poorly expressed demands. Certainty must be sought if it is not provided. Documentation can help, especially if it conforms to a consistent or standard pattern, although there is also much to be said for development of a trusting, long-term relationship in which the contractor provides unquestioningly professional service. Such trust, common in many Japanese companies, was considered in Chapter 3 and further informs discussion in subsequent chapters.
Recent years have seen the creation and growth of the facilities management function providing or procuring services relating to the care of buildings beyond their construction. Traditionally, construction companies' interest in building projects was restricted to the period from tender to completion. As indicated in the previous chapter, it is very rare for building contractors to develop long-term relationships with clients. Clients have become increasingly aware of the running costs of buildings and the scope for reducing these by appropriate design and construction. A thoughtful design could both reduce the amount of maintenance and also make it easier to carry out the work. Contractors are well placed to offer 'cradle-to-grave' services in relation to buildings but are often not capitalising on this potential and indeed, have been yielding existing markets to operators from other fields.
Both Latham and Egan stress the value of overcoming the antiproductive adversarial relationships that have characterised the construction industry. They propose more open and trusting dealings between client and contractor and so onward down through a more constant and consistent supply chain, speaking of 'partnering' (Bennett & Jayes, 1995), alliances and teamwork. Long-term relationships are rare that between Bovis Lend Lease and Marks and Spencer is habitually referred to. Repeat business has historically been low in construction, at around 20 (Gronroos, 1990, 1994). The Nordic School of Marketing (referred to in Chapter 1) suggests that 'relationship marketing', by comparison with the traditional 'marketing mix' strategies of price, product, place and promotion, offers opportunities to enhance client satisfaction and increase repeat business and profitability. The influence and impact of this and other approaches have been considered in relation to the procurement and provision of...
Your relationship with the construction team). Construction documents (drawings and specifications) are often called contract documents. They are the basis for a legal contract between the museum and a construction team for the scope of what will be built, under what terms, and at what cost. They are the final work product of the design team. General conditions contained in Division 1, which sets the terms of your relationship with the construction team project procedures, scope, schedule, cash flow, and other contractual requirements. As a rule of thumb, the costs for general conditions are approximately 15 percent of total project costs for a new building. These costs can increase to 25 percent if the contractor is working inside your building while you are open and you, of course, are placing restrictions on construction activity. Carefully balance these restrictions with the understanding that your goal is to balance your operational needs.
The case of cultural hybridization is made through the existence of various emerging cultural forms such as blended musical genres (the proliferation of the Algerian North African Rai mixed with the Western form of contemporary rock, for example). A happy marriage between East and West is thus envisioned, effectively displaying a rather optimistic view of these global tendencies. Yet one might clearly argue against, and in effect refute, the theoretical shift paradigm in essence the imperialist hegemony
The supermarket study that demonstrated the JIT maintenance approach (described in Chapter 4) showed how the stores were applying priorities and methods from one part of their operation to another. This internal exchange of institutional learning provided fresh insights and challenges to previous practices. The same electronic connections between the checkouts and headquarters that enabled information to be transmitted about product sales were also enabling temperatures of refrigerated cabinets to be monitored and remedial attention activated remotely, and perhaps automatically. This 'technology transfer' was also mirrored, and its value enhanced, by the parallel transfer of management techniques. One of the contributors to the economic success of the UK supermarket chains has been their supply chain management - they have built strong long-term relationships with suppliers, based on high quality and reliability. The study identified that the client was increasingly expecting its...
The supermarket study has shown something of the scope for developing beneficial long-term relationships between clients and contractors, as trust is built and reliability achieved. This is quite a contrast with the general image of the construction industry, which is often characterised by
Following their marriage, Florence and Hans also formalized their business partnership, and became known as Knoll Associates, Inc. Together, the Knolls championed the Bauhaus approach to furniture design and brought in talented designers like Eero Saarinen, Harry Bertoia, Isamu Noguchi, Jens Risom, and Franco Albini, to develop a collection of modern furniture now considered classics in the pantheon of modern design (Figure 1.52). The Knolls also used their extensive network of relationships with designers in Europe and America to expand the range of the firm's products, including the opening of a textile division. In the early 1950s, Knoll acquired a building in East Greenville, Pennsylvania which today serves as Knoll's headquarters.
A significant requirement for the success of JIT maintenance is the provision and sustaining of an infrastructure of suitable systems and personnel. This provides the opportunity for building contractors to develop long-term relationships with clients based on procurement methods and service qualities with which they may be relatively unfamiliar. Providers more familiar with the terminology and practice of service delivery are already operating in this field, having developed their skills elsewhere.
It may be that contractors will be able to secure maintenance work for themselves by 'building it in' at the design or construction stage, not by the creation of defects but by suitable specification and contractual agreements. The Private Finance Initiative is giving impetus to build & operate or design build operate contracts whereby contractors and or their financiers will gain or lose projects and profits according to how well they can forecast and contain running costs. 'A skilful design can reduce the amount of maintenance and also make it easier to carry out the work' (How Son & Yuen, 1993). Contractors will also have opportunities to specify and install equipment and systems that they will find easy and economical to maintain, from manufacturers or suppliers with whom they may develop long-term relationships installations may require maintenance by 'approved firms'. By contrast, of course, more clients, and consultants, may require contractors to install systems specified by...
Improving Your Marriage To Newlyweds Again
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