INSIGHTS

2024.06.19

R&D DISCUSSION Vol. 55

Mind change――
Aiming for a company that will develop into the future [Part 2]

Hidehito Kawahara, President and CEO of ALFA PMC

R&D DISCUSSION TOP

Q: In order to transition to a new business model,
What is needed in the construction industry?

A: It is to create an environment that utilizes both the real business structure and digital (IT, DX, robotics) that you are currently implementing to streamline your business and promote transformation. It is also necessary to break away from the existing business structure and expand and develop the business toward a new business model. First, let's review the mechanism of the construction supply chain [Slide 1].

The first stage in slide 1 is the stage of the client who creates and plans the business. The second stage is a construction project involving the client and the contractor, and is the design and construction phase that is most familiar to everyone. The third stage is the phase in which the client operates the completed building. The first stage is the phase in which the client supports the client, and after the business strategy is decided, the entrance to the second stage is the order documents such as the design contract, design and construction contract, or construction contract. The final deliverables of the second stage are the building and the completion document data. If the business requires facility operation, the cycle is to operate the building as an asset and depreciate it, and then go through the routine for the next project.

この既存の建設サプライチェーンで効率化を図るにはどうしたらよいか、まずはリアル面についてお話します。前編でも触れましたが、2025年以降は生産年齢人口の減少により、建設業就業者も技術者も減ってゆき、労務費が上昇するとともに、運輸業界の働き方改革の影響で、建設資材の運搬も今までより時間を要するようになります。こうした事情からも、第2ステージの建設プロジェクトを効率化し、生産性の向上を図ることが必須です。
リアル面の効率化で決め手になるのは、基本設計と実施設計の２つのセクションを、いかに連続的に機能させるかということです。基本設計は、事業創造における目標・要求条件・制約条件に合致したプランをいかにつくれるか、さらにQCDSEにいかに落とし込めるかにかかっています。発注者の事業戦略、あるいは企画と連動させることが重要であり、基本設計をまとめた時点で工事費の９割５分以上を確定させる必要があります。工法や運搬、商社との交渉、インフラ、熱源、設備方式といった不確定要素の複合で、工事コストが決まります。これらを早い段階で確定させることで、コスト変動の幅を抑えることができます。

From the next phase, design development, it is important to proceed with the project concurrently. The key point is how well, orderly, and well-managed the decision-making process is. By breaking down the decision-making schedule, including after construction begins, into specific items and tasks, and by carefully planning and managing so as not to procrastinate or fall behind, you should be able to significantly improve efficiency.

Then, we look at the entire construction supply chain and identify and visualize all the tasks required for the project. Rather than dividing it vertically into design, management, and construction, we will create a framework for the entire business project and organize the overall amount of tasks, as well as the timing and order of implementation, which will refine design and management in both directions and improve efficiency. From the perspective of labor, in traditional projects, the labor increases as the planning phase progresses and peaks around the time of ordering [Slide 2]. In the future, I think it will be important to bring this forward overall and build a system within the company to further increase labor in the planning phase.

[Slide 1] Mechanism of the construction supply chain (customer value chain).
[Slide 2] Shift the mountain of work upstream (change the awareness of project promotion).

Q: What kind of digital initiatives are you taking?
What changes will occur to existing processes when you promote digital transformation?

A: Digital development is currently underway, but unless the scheme makes customers want to pay, they will not pay. When it comes to digitalization, it is important to think about "what tools will be convenient for customers."

So, think about smartphones. Nowadays, almost no one buys them as phones, but as multi-functional devices that are indispensable to life. If there is no difference in function, you want the coolest device, right? I think the needs of this device are the same for architecture. How conveniently can various functions be incorporated into architecture for business operations? And customers want things that have a good shape, that is, things that can be branded. I think it will be important from now on to think of facility architecture as a large device.

The smartphone platform (OS) is equivalent to the completion document data in architecture. There is a movement to connect BIM with various tasks (software), but I think most are still not linked. To make customers want to use it, it is ideal to be able to efficiently process tasks at each stage of the business process. To achieve this, it is important to link the BIM/DX tools used at each stage of planning, design, construction, equipment, construction, and operation. It is necessary to integrate all phases by improving the compatibility and interfaces of existing systems. Looking at the introduction status of BIM/DX tools, even major general contractors have not yet been able to link data for all processes. I think that the first thing to be linked is the BIM for design and the BIM for estimate point estimation, and I think that by working on this early, we can differentiate ourselves.
As each process becomes more and more integrated, large volumes of BIM data will be handled during the actual design and completion stages. Even now, when Renovation existing facilities, large volumes of point cloud data, such as 1 terabyte, are already generated, so in the near future, issues such as how to reduce the size of data and how to store it will also become an issue.

By incorporating new digital technologies, IT engineers, platformers, operators, data scientists, programmers, IT designers, etc. will be involved in all phases, but construction personnel and IT/DX personnel have completely different expertise and professional backgrounds. That is why networking is necessary, and I think alliances and collaborations will be the keywords [Slide 3].

First of all, I would like to promote efficiency in the construction industry by intersecting and integrating design, construction, and management, rather than separating them. Ultimately, we will aim to expand the efficiency of the entire business cycle by viewing the business as one cycle beyond the fields of construction, IT, management, etc. Ultimately, we believe it is important to make software, hardware, and services function seamlessly [Slide 4]. Our project managers collect all information from clients, designers, and contractors, so they act as facilitators to smoothly promote projects as an information hub. It will also be important to develop such human resources in the future.

[Slide 3] How to tackle the construction business of the future?
[Slide 4] Expanding beyond the scope of construction projects to streamline the entire business cycle!
  1. An acronym for Quality, Cost, Delivery, Safety, and Environment, which are important in construction management.

[Slide 1-4: Provided by Hidehito Kawahara]

Return to the first partContinue to the second part

PROFILE

President and CEO of ALFA PMC

Hidehito Kawahara

Hidehito Kawahara

First-class architect, certified construction manager, certified facility manager / born in Karatsu City, Saga Prefecture in 1960. After graduating from university, he worked for the Agricultural Land Development Corporation before joining Yamashita Design Co., Ltd. in 1991. He then joined Yamashita PMC Co., Ltd. as a founding member and served as Representative Director, President, and Chairman of the Board. He established ALFA PMC Co., Ltd. in March 2023. His books include "Facility Advisor" (Diamond Inc., 2015) and "The Strongest Law of Platform Business" (Kobunsha, 2019).

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R&D

Update : 2018.09.21

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