sequently in the normal course of certification.
Mention has been made of the R.I.B.A. Form of Contract and other forms based on it. This document besides laying down the rights and responsibilities of the parties to the contract, also lays down certain procedures, which, if meticulously followed. compel efficiency in the running of the project. One of these is the procedure for giving and confirming instructions given on the site; this provides for the architect's verbal instructions being acted on immediately and confirmed in writ ing by the contractor within seven days.
In Hong Kong contractors seldom do this; they wait for a written instruction from the architect before taking any action. Some architects dó, in fact confirm instructions in writing without waiting for the contractor, which may be the better procedure, but if procedures differ between one architect and another or from that laid down in the signed agreement. confusion follows, result ing in inefficiency. When neither side confirms, greater confusion and misunderstandings occur. which are not conducive to the good running of the project. Standard practices and procedures should be followed by both architects and contractors throughout the Colony; the close contact caused by the small confines of the place. should not make them difficult to achieve.
Procedures for extension of time. valuation of variation, issuing of certificates and others are also laid down in the contract, which if pro- perly followed would improve the general administration of building and hence again, efficiency. Parkin son's Law should not come into this, since to follow these clear. straight- forward procedures saves time at a later stage in the contract, and does not necessarily mean larger staffs and overheads.
While the forms of contract in use in the Colony have a common basis. they vary in detail between office and office; the R.I.B.A. form in use in some cases is not applic able in toto to the condiions in Hong Kong and requires deletions and amendments. There is a need for common forms of contract to be adopted, as has been done with great success in the United Kingdom.
74
Both architects and contractors alike tend to scorn the value of programme and progress charts as being inevitably unrealistic. No one is able to be so clairvoyant as to see how progress will go in practice. The great value of these charts is that the programme part sets down the ideal and the progress part shows how close the work is follow- ing the ideal.
The great advantage of having a programme of work is that it pro vides a means of anticipating future events and to prepare for them in good time. Programmes must be regarded as being flexible. and indeed should be constantly amend ed as circumstances change. When programme and progress tend to diverge, then evidence is quickly available of this and compensatory action can be taken.
Frequently it is in the early days of a contract that most time is lost, when the completion date appears far off. It is at this time that every effort should be made to get ahead of schedule, to build up a reserve of time to cover possible future delays.
Architects and contractors should be motivated by a determination to complete ahead of time and not exactly on the completion date. This attitude gives vitality to the work and keeps up momentum.
an
The maintenance of momentum is important technique in efficient job running; once a job is allowed to go dead. it takes a disproportion- ate amount of time to resuscitate it. It is in this respect that the archi- tect's ability to lead is tested most; if a job is to go well, he must show to the contractor, and his men, that he is fully conversant with the particulars of the job; that he is deeply interested in it; that he is able to make decisions quickly and wisely; that he makes all concerned in the project, down to the most junior employee, feel that they are contributing something to the pro- ject and that he is appreciative of their efforts.
On the other hand, he must be firm in dealing with defective or unsatisfactory work,
work, but always fair. He must be able to admit with grace when he is wrong or has made a mistake; as he is human no one expects him to be perfect. He should
also be prepared to listen to the opinions and advice of others and. when he benefits from this, he should acknowledge it and show his appre ciation. Good personal relationships are also conducive to efficiency.
The contractors, sub-contractors and clerks of works to varying degrees should work and behave in the same way, so that a team spirit is generated.
Regular site conferences at pre- determined times, at which repre- sentatives of all consultants, con- tractors and sub-contractors and their site foremen or agents, and even principal tradesmen. meet to discuss the work and agree proce- dures. give an opportunity for the architect to show his leadership and instil team spirit into the "team".
These conferences do not always have to be at "summit level". and it is extremely valuable for "second- in-commands to get together on the sites, not only for their own good but to isolate the problems and work out solutions for the decision of their superiors.
It is not always appreciated how important the foreman's office and the clerk of works office are in the efficient organization of a project. The many contractors consider that all that is needed is shelter against inclement weather and provide the minimum in accommodation and equipment. Both these offices should be considered as the branch offices of the contractor and the architect respectively, and should be equipped to an extent to enable the contrac- tor, the architect, their assistants and the clerk of works to work as if they were in their own permanent rooms. Copies of all records and information about the work should be available and easy to hand. The whole attitude should be that these offices are the centre of the operation.
The danger to the building in- dustry in Hong Kong is that it has too much work, so that the organiza- tions which are the most efficient only have a marginal advantage over those which are not efficient. The wise contractor, to-day, is the one who during this boom period establishes his business on highly efficient lines the same goes for the architect, and all the other pro- fessions concerned with the industry.
THE HONG KONG & FAR EAST BUILDER
J
—
VOLUME 18, NUMBER 1
Page 80Page 81
No comments yet.
Private notes are available after approval.