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價值工程機制運用在工程執行上之研究-以高雄市現代化綜合體育館民間參與開發...

國立高雄大學都市發展與建築研究所

價值工程機制運用在工程執行上之研究-以高雄市現代化綜合體育館民間參與開發案(體育館地上層)為例 = Practice of the Value Engineering Mechanism in Engineering Works: Case of Private Investments in the Kaohsiung Arena Project (Above-ground Coliseum)

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	Practice of the Value Engineering Mechanism in Engineering Works: Case of Private Investments in the Kaohsiung Arena Project (Above-ground Coliseum)
作者:	曾鴻明,
其他團體作者:	國立高雄大學
出版地:	[高雄市]
出版者:	撰者;
出版年:	2010[民99]
面頁冊數:	185面圖，表 : 30公分;
標題:	價值工程
標題:	PCDA cycle
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/41300626512996399657
摘要註:	重大公共建設之本質意義實為全民投資，在規劃設計與施工建造階段皆有政府相關專業單位全程參與，而承造之營造業者肩負重責大任，完成此大舉。但是，由於主辦單位、業主、監造及營造廠往往迫於執政者之政績呈現壓力下，要求營建團隊在有限的工期內，擬定趕工計畫，完成重大工程，過程中，對工程品質、營建成本、缺失改善、驗收交屋均無法達到價值工程的實質意義，而過多的營建成本及不合理的合約追加減，亦成為工程糾紛的起因，增加資源成本不必要的浪費。本研究將實際完工案例，以施工營建階段做為研究探討背景，將各工項施作流程間之互動特性，研討高雄巨蛋興建至完工驗收等各階段，在工程管理之工期、成本、品質等三大層面為何無法達到有效管理目標，並以反推的手法，尋找問題原因，就問題發生點探討啟動價值工程機制之最佳時機及研擬替選方案或材料，達最佳替代方案，作為未來工程執行依據及零缺失之理想目標，茲後續專案管理制度研究發展之參考。本研究結果得知，施工營建作業階段之工作項目於材料廠商資格送審、施工製造圖繪製送審、現場施工等工程三大執行階段均可依據戴明管理循環系統（PDCA）理論操作，發現問題並啟動價值工程機制，而其所研擬的最佳替代方案與方案最佳化之最佳方案為平行之關係，無位階之分，故依此結論印證價值工程為工程管理的最佳應用工具，若能瞭解價值工程的實質意義與運用時機，於工程施作前提早發現問題，並及時因應並立即解決，將使工程效益大大提升。此外，在研擬最佳替代方案時，其提案實施的注意點極為重要，且改善提案的機能必須與原機能有相對的連貫關係，以完整架構最佳替代方案之標準化作業。而最佳替代方案亦可將合宜的構想加工成為新的改善方式，故應將替代方案發展成為工程技術及經濟效益上，均可實施的案例。另營建工程師應自我要求加強本身的工程技術及工程管理能力，並朝向整合性管理目標，改善以往的缺點，對於縮短工期、降低成本及品質提升均有所助益。 While all-out participation is the nature of major public construction projects, the relevant professional government units will participate in these projects during the planning, design and construction stages, and the contractors are responsible for completing these important projects. However, construction teams are often requested to draw up catch-up plans to complete the project within a limited period of time by the organizer, owner, supervisor and constructor wanting to show their performance. In doing so, it will be impossible to realize value engineering in terms of project quality, construction cost, defect improvement, acceptance inspection and delivery. Also, excessive construction cost and unreasonable back-order contracts often become the causes of disputes and result in a waste of unnecessary resources. Based on the construction stage of a completed project, this study investigates the management effectiveness of the Kaohsiung Arena Project from construction through acceptance inspection in terms of three aspects, construction period, cost and quality; and explores the best timing for initiating the value engineering mechanism and solutions or materials based on the problem points discovered with back inference in order to locate the optimal solutions as a reference for realizing effective management and zero-fault construction in future projects. The findings of this study show that the plan-do-check-act cycle is can be an iterative solution for contractors to discover problems and initiate the value engineering mechanism in the three major stages of project construction, including the qualification review of material suppliers, the review of construction drawings, and onsite construction. Also, there is no superiority between the optimal solution and the plan optimization. Therefore, these canprove that value engineering is the optimal tool for project management. If contractors understand the significance and grasp the optimal timing of applying value engineering to discover problems before construction and take immediate corrective actions, this can enhance the efficiency and effectiveness of project management. Additionally, the foci of the proposed optimal solution are the most important, and any functions in the solution must correlate to the functions in the original plan in order to standardize the solution. Lastly, new concepts appropriate to the project can be added to the solution to become the preventive actions for continual improvement. Therefore, solutions should be developed for the realization of both engineering technology and economic efficiency. Also, construction engineers should seek to improve their engineering technical and project management capacity toward integrated management and defect improvement in order to shorten the construction period, reduce construction cost, and enhance construction quality.

價值工程機制運用在工程執行上之研究-以高雄市現代化綜合體育館民間參與開發案(體育館地上層)為例 = Practice of the Value Engineering Mechanism in Engineering Works: Case of Private Investments in the Kaohsiung Arena Project (Above-ground Coliseum)
曾, 鴻明

價值工程機制運用在工程執行上之研究-以高雄市現代化綜合體育館民間參與開發案(體育館地上層)為例 = Practice of the Value Engineering Mechanism in Engineering Works: Case of Private Investments in the Kaohsiung Arena Project (Above-ground Coliseum) / 曾鴻明撰 - [高雄市] : 撰者, 2010[民99]. - 185面 ; 圖，表 ; 30公分.
參考書目：面182-184.
價值工程PCDA cycle

價值工程機制運用在工程執行上之研究-以高雄市現代化綜合體育館民間參與開發案(體育館地上層)為例 = Practice of the Value Engineering Mechanism in Engineering Works: Case of Private Investments in the Kaohsiung Arena Project (Above-ground Coliseum)
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