UNDERSTANDING THE LOW ADOPTION RATE OF PREFABRICATION PREFINISHED VOLUMETRIC CONSTRUCTION (PPVC) AMONG SMALL & MEDIUM ENTERPRISES (SMES)

Abstract

Over the last few years, construction productivity issues have constantly surfaced in Singapore’s construction industry. To push for productivity, the Government has implemented various initiatives to encourage industry players, particularly Small Medium Enterprises (SMEs), to adopt more productive construction technologies. One of which is Prefabrication Prefinished Volumetric Construction, a concept of Design for Manufacturing and Assembly (DfMA). The Construction Industry Transformation Map (CITM) launched in October 2017, exhibited the government’s effort in pushing for DfMA. To complement such efforts, this study seeks to understand the current problems faced by SMEs, as well as potential barriers during the implementation of PPVC. A conceptual framework has been developed for the purposes of this study, focusing on two main factors influencing PPVC adoption amongst SME – Drivers and Barriers. This framework provides an in-depth study on the effectiveness of government efforts in pushing for DfMA and the adaptiveness of industry players. Common research methods such as survey and interviews were used to help gain further insights on the industry’s perceptions towards the adoption of PPVC. A survey with 31 respondents and interviews with 4 individuals were conducted to gather additional insights on the industry’s perceptions towards the adoption of PPVC. This study identified and analysed a list of drivers and barriers for the adoption of PPVC. The top three most important potential drivers were “increase efficiency,” “technological change” and “changing nature of composition of workforce” while the bottom three least important potential drivers were “greater competition” “business could do better” and “availability of government funds.” For barriers, the three most important barriers where “ineffective onsite storage,” “heavy up-front payment” and “transportation issues” while the bottom three least important barriers were “fear of the unknown” “habit” and “financial liquidity issue.” ii This study also looked into organization change management theory. Various theories were studied on understanding change – Lewin’s Three Step Change, Elisabeth Kübler Ross Change Curve, Bridges Change Model and implementing change – John Kotter’s Eight Step Change Model. A design for manufacturing and assembly organization change management framework has been developed. This framework aims to provide a checklist to help SMEs to transit from conventional construction methodology to adopting DfMA concept.