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agency platform set up in 2011 to accelerate the regulatory clearance of technologies that improve construction productivity. Apart from productivity improvements, the panel now entertains any type of innovation that can improve Singapore’s built environment such as advanced and sustainable building materials, technologies for green buildings and automation for construction.
The BIP is also taking a more proactive role to facilitate identi cation, monitoring and adoption of new technologies or innovations. At the upstream research level, the BIP will match inventors of promising innovations with relevant adopters.
From the regulatory perspective, the BIP will review policies, regulations and requirements that may inhibit innovations. Where possible, the BIP will also facilitate the early involvement of relevant regulatory agencies – not just the BCA but any agency that is required to be involved – as soon as promising solutions have been identi ed.
Building Talent
To boost the capability of industry workforce and development talents, the BCA is putting in place talent development strategies under its new iBuildSG Leadership Engagement and Development (LEAD) framework.
Jointly developed with industry, the framework is building a core group of committed and enlightened leaders through three key approaches:
i. At industry level, the framework builds collective stewardship and develops leadership networks to foster strong collaboration across the construction value chain.
ii. At  rm level, the framework supports  rms in developing talent and mapping their leadership renewal in order to be more globally competitive.
iii. At individual level, the framework grooms individuals to advance the sector and recognises those with outstanding contributions.
Under the framework, the Singapore Management University and the Singapore University of Technology and Design will develop and execute the LEAD Horizon and LEAD Milestone Programmes to help industry leaders strengthen their leadership and innovation abilities, and learn from global best practices.
The BCA is also working with Workforce Singapore and the private sector to help companies build their capabilities to transform. Under the Lean Enterprise Development Scheme for instance, Workforce Singapore recently launched the WSG Lean Process and Job Redesign Programme for the Construction sector in collaboration with McKinsey & Company to support  rms in their lean transformation journey. The programme helps  rms to re- engineer their processes through integrated planning and scheduling and the use of the latest digital technologies. This will make the operations of participating  rms more ef cient.
Productivity Improvements
Through deliberate effort, the construction industry has made slow but steady progress. Speaking at the BCA Awards Night on 29 May 2019, Mr Zaqy noted that since the productivity journey began nine years ago, the industry has enjoyed cumulative site productivity improvement of 15%.
By using
Volumetric Construction, or PPVC, companies have shaved off time and manpower. Said Mr Zaqy, “We now have about 10 completed PPVC projects, with about 70 others on-going. In total, more than 40  rms have gained experience in implementing PPVC projects. This is a very good start.”
Prefabricated Mechanical, Electrical and Plumbing, or MEP, systems, which the BCA is promoting, is expected to generate equally good results. Nine facilities have started to produce prefabricated MEP systems locally, and 20 local projects have already adopted MEP systems.
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