Problems in current building and organization
The industrial revolution in the 17th century divided design and implementation. That separation caused lost in quality, value loss by extreme maintenance, waste during the design process, material waste, waste of human labor like poor working conditions and failure. In addition, there is no evaluation of the process afterwards and therefore the knowledge cannot be used in new projects. Another problem is the large number of participants to develop and implement structures. Over time many tasks are cut into pieces which causes a total absence of integral approach of the project. This fragmentation is mainly due to cost. The construction industry is a competitive market where only the lowest price counts. In order to realize a low price, companies cut projects into pieces. These are all outsourced to subcontractors at the lowest price. With the result that each company pursues its own interests.
The most characteristic of all the presented ways of construction organization is that the idea is presented nicely. In practice, however, these are often designed in the traditional way again with a great variety of tasks and responsibilities. By this, the importance of a construction team is to find out the price of the contractor, while the knowledge of the team on the area of performance is hardly utilized. The general-contracting concept seems a nice solution, but also here the contracting of the other parties is based on traditional principles. Also in this form the knowledge and experience of the contracted parties are not used.
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