afstemverliezen
English translation: losses due to poor coordination (management)
| GLOSSARY ENTRY (DERIVED FROM QUESTION BELOW) | ||||||
|---|---|---|---|---|---|---|
|
| 04:10 Jul 31, 2015 |
| Dutch to English translations [PRO] Bus/Financial - Construction / Civil Engineering / (plan van aanpak, construction company) | |||||||
|---|---|---|---|---|---|---|---|
|
| ||||||
|  Selected response from: Barend van Zadelhoff Netherlands Local time: 17:38 | ||||||
Grading comment
| |||||||
| Summary of answers provided | ||||
|---|---|---|---|---|
| 4 +1 | losses due to poor coordination management |
| ||
| 3 | operational failure costs |
|
| Summary of reference entries provided | |||
|---|---|---|---|
| Coordination Management |
|
| Discussion entries: 1 | |
|---|---|
Answers
5 hrs confidence: 
operational failure costs Explanation: This may be a bit OTT for your use, but does shift the blame to the organisation rather than individuals http://www.hbs.edu/faculty/Publication Files/10-017.pdf All industries experience operational failures. These can include “disruptions and errors in materials, information, and equipment” (Tucker 200 7: 492) that stem from a variety of causes including inadequate equipment maintenance, inspection, and repair (Halstrick and Long 2009) as well as coordination problems among and between staff, ma nagement, and customers |
| |
| Login to enter a peer comment (or grade) | ||
1 day 13 hrs confidence: peer agreement (net): +1
peer agreement (net): +1losses due to poor coordination management Explanation: Het geheel krijgt een wat meer officiële status, en klinkt daardoor wat indrukwekkender/professioneler, door 'management' toe te voegen aan je eigen idee. Bovendien is daar volgens mij niets mis mee omdat het daar nu juist vaak aan ontbreekt in de praktijk: coordination management. Men zou daar bewust op in moeten zetten, van 'coordination' een officiële praktijk moeten maken. d.w.z. coordination management. Naar mijn mening geeft de referentie de situatie heel goed weer. Met het steuntje in de rug van Kitty (ook nog thuis op dit gebied) neem ik de vermetele stap een stapje verder te gaan en dit als antwoord op te voeren. :-) PS: Ik vind 'due to' hier beter passen dan 'because of' :-) |
| |
Grading comment
| ||
| Login to enter a peer comment (or grade) | ||
Reference comments
19 hrs peer agreement (net): +1 |
| Reference: Coordination Management Reference information: ABSTRACT: Specialty contractors (SCs) are construction’s ‘job shops’. They must allocate their resources to match the various ‘delivery’ dates demanded by multiple projects. Managing the production of a specialty contracting firm is, consequently, quite different from managing a project. Further, specialty contractor management depends upon the quality of production management on projects, i.e., their coordination by general contractors. Unfortunately, there is a trend among general contractors to adopt a brokering role and neglect coordination. This paper presents the production and control tasks of both specialty and general contractors through the use of process models, emphasizing the responsibility of SCs for design completion and the mutual interdependence of SCs on design changes and installation accuracy. Lean production principles are recommended and CPM is critiqued as inadequate for SC coordination. Specialty Contractor Coordination Needs The sequencing and timing of production tasks 1 through 9 are not under the exclusive control of the specialty contractor. Several tasks require work to be done by others and cannot start and/or finish unless others have finished theirs. Examples of such third-party tasks are: The coordination of specialty contractors is a most challenging task because many such contractors will be performing work concurrently and competing for site resources, e.g., space for storing materials and access to hoisting equipment. Their production plans are interwoven with one another. On projects where several parties need to orchestrate their work, those parties will be served best if one of them takes the leadership role to coordinate their assembly processes. This role is best fulfilled by one who serves the interests of the project as a whole. Logically, this typically will be the general contractor who signed the contract with the owner for completing the project on time and within budget. Independently of who takes on this role, the specialty contractor coordinator must perform the following tasks: Unfortunately, not all GCs agree to adopt this coordination role. In recent years, it has become more common for those managing projects to adopt a hands-off approach vis-à-vis SC coordination. They agree to be contract brokers but nothing more than that, thereby trying to maximize company profits by keeping project overhead costs at a minimum and leaving specialty contractors to fend for themselves. It should come at no surprise that this strategy often backfires. On a cutthroat project, subcontractor relations are more likely to turn sour than they would on a project where the general contractor tries to facilitate the work done by all involved. Brokered projects may exhibit an excessive number of RFIs, submitted to raise the likelihood for change orders and thus extra pay to contractors, and also paper work building up to support litigation upon project completion. In contrast, we advocate the use of detailed production planning to benefit not only all project participants but also the project in its entirety. We claim that projects of higher quality can be built faster and for less money, while at the same time yielding all articipants higher profit margins, because production planning— a technique that supports the lean production philosophy— helps trim wasteful delays and rework from production cycles. We classify related work in two categories: (1) contract management and (2) coordination achieved by means of properly structuring the construction organization and then managing production. We suggest that contract and coordination management be balanced more evenly. Because production management has been overlooked for so long, we focus our attention in this area. Coordination Management Structuring of Organizations The Tavistock Institute (1966) presented a socio-technical system framework for the construction process, articulating the nature of uncertainty and interdependence in the building industry thirty years ago. It critiqued industry organization as being ill-shaped by roles that ‘have become entrenched and protected within institutes, federations, and associations designed to protect the interests of those carrying them’ Yet discussion remained as to whom is best positioned to perform the subcontractor coordination task and provide general conditions facilities (e.g., Birdsall 1980, Subcommittee 1980). The widespread dislike of management contracting was pointedly characterized by a specialist contractor who stated ‘it gives management contractors authority without responsibility and specialists responsibility without authority’ :-) (Bennett and Ferry 1990 p. 267). In an effort to promote good relationships among project participants, partnering has now become widespread in use. However, partnering does not go far enough (Miles and Ballard 1997). It remains too vague as a technique and does not necessarily lead to the establishment of a formal process that will enable project participants to coordinate their work efficiently and effectively. Our work, by contrast, shows how specific lean construction techniques (see later in this paper), several of which pertain to more thorough planning and measurement of plan failure, improve coordination and the likelihood of project success. The need for effective production management becomes obvious when one considers existing coordination practices. In another critique of broker contractors, Haltenhoff (1995) points out that ‘using the general contracting system, owners allow the general contractors to qualify, select, and control the trade contractors and then choose the general contractor to manage the project on the contractor’s ability to submit a low bid, rather than on the demonstrated ability to manage the project. Owners and design professionals remain at arm’s length in the selection of trade contractors, and gullibly assume all general contractors are competent managers.’ We agree that contractors should be selected and rewarded for their ability to manage well. We also stress that effective coordination management is likely to lead to increased production, in turn allowing for more competitive pricing when specialty contractors can reduce contingencies in their bid prices and possibly be granted cost-plus or guaranteed maximum- price contracts. CONCLUSIONS The specialty contractor’s view on job shop management has been presented in order to shed light on coordination requirements during project execution. Coordination is not addressed adequately by contract administrators or designers of organizational structures. The writers wish to advance understanding of construction at the process level where interactions and uncertainties are revealed so that production can effectively be managed. They are developing lean construction techniques to help create more successful project organizations. http://leanconstruction.org.uk/media/docs/coordinatingspecia... |
| |
| Login to enter a peer comment (or grade) | ||
Login or register (free and only takes a few minutes) to participate in this question.
You will also have access to many other tools and opportunities designed for those who have language-related jobs (or are passionate about them). Participation is free and the site has a strict confidentiality policy.
KudoZ™ translation help
The KudoZ network provides a framework for translators and others to assist each other with translations or explanations of terms and short phrases.
See also:
Search millions of term translations