MOFS - I NTERIM R EPORT Gloria deo MOFS I NTERIM R EPORT Modular Off‐site Fabrication Subsector (MOFS) Study Dr. Mary Nobe A tP f CSU AsstProf essor, CSU Construction Management Peter Means Peter Means Graduate Student, CSU Construction Management Natural Resources
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Modular Off site Fabrication Subsector (MOFS) Study · MODULAR OFF-SITE FABRICATION SUBSECTOR (MOFS) STUDY Cordial Greetings from Colorado State University, Department of Construction
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MOFS-INTERIM REPORTGloria deo
MOFS INTERIM REPORT
Modular Off‐site Fabrication Subsector (MOFS) Study
Dr. Mary NobeA t P f CSUAsst Professor, CSU
Construction ManagementPeter MeansPeter Means
Graduate Student, CSUConstruction Management g
Natural Resources
MODULAR OFF-SITE FABRICATIONS (MOFS) SSUBSECTOR (MOFS) STUDY
Cordial Greetings from Colorado State University, Department of Construction Management p g(CSU/CM) to MBI members and staff.
o MOFS study has not been completed; observations are provisional
o Generalizations are broad & do not necessarily pertain to each firm participating in this study.
o Observations were made of all elements of the modular industry: residential, commercial and temporary structures .
o Observations were made by a social scientist whose construction experience has been predominantly in stick‐built residential construction.
ENTERPRISE VS HERTZENTERPRISE VS HERTZ
PARADIGMPARADIGM In 1962:
Hertz was car rental market leader in US Hertz was car rental market leader in US
Enterprise had 17 cars, 1 office
I 2010 In 2010:
Hertz: in market decline, 7.1 billion in sales, 8,100 OfficesOffices
Enterprise: world market leader, 12.6 billion in sales, 14,000 offices, 1.1 million cars
ENTERPRISE PARADIGML LLESSONS LEARNED
Start‐ups can beat market leaders if:
They have accurate understanding of changing market valuesvalues
They leverage their niche to create new products & services
They empower employees to be entrepreneurs
Mature companies decline when:
They become confident in their market position
Fail to track continuous changes in market values
Organization effectiveness declines middle Organization effectiveness declines: middle management is always the enemy
3 PHASES OF COMPANYL CLIFE CYCLE
Normal life cycle of companies: 3 phases
Start‐up: building market niche
Mature: niche break‐out; owns market share
Declining: losing market share due to shift in market values; leadership frequently suffers from “golf tournament syndrome (GTS)”
Product success or failure depends upon accurate perception of changing market values.
Life Cycle of CompaniesProfits vs. Market Values
Mature
DecliningStart‐up
cradle grave
NAPA VALLEY PARADIGM:BRAND COLLABORATIONBRAND COLLABORATION
The 1976 Paris Blind Tasting Caper: discovery of N V llNapa Valley
Napa Valley business model
R & D collaboration
Equipment and labor sharing
Collaboration of vintners to create Napa Valley brand recognition
French business model: secrecy visceral French business model: secrecy, visceral competition, & market leader over confidence
NAPA VALLEY PARADIGM:LLESSONS LEARNED
Collaboration can be a win‐win situation:
Increased sharing of knowledge Increased sharing of knowledge
Fuller utilization of resources
Increases productivity and market advantage Increases productivity and market advantage
Brand recognition can benefit multiple firms in subsector
If brand recognition advances all firms benefit If brand recognition advances all firms benefit
When brand distinctives become widely known it creates potential for niche break‐out
MOFS: COLLABORATIONMOFS: COLLABORATION
fi f i d O S ll b io Benefits of increased MOFS collaboration
o R & D Collaboration: Improving manufacturing productivityproductivity
o Market research Collaboration: Improving & expanding products, customer base, brand recognition
o Geographic collaboration: marketing nationally, but geographically collaborating in manufacturing
o Cross‐industry collaboration: form strategic partnerships with conventional builders & developers
U MBI ll b i l f MOFSo Use MBI as collaboration catalyst for MOFS
ASIAN AUTO PARADIGMASIAN AUTO PARADIGM
1976: 90% of vehicles in US sold by “Big 3”
f ll i ld b i i 2005: 60% of all cars in US sold by Asian companies
Innovation quickly applied: e.g. Europe invents disc brakes, rack‐and‐pinion steering, air‐cooled & dieselbrakes, rack and pinion steering, air cooled & diesel engines; Asian auto firms quickly apply technology
Manufacturing productivity & quality soars: Japan adopts Deming’s Total Quality Management (TQM) system
When out‐of‐market productivity rises, market invasion is inevitable
Market invasion occurs when least expected and frequently by unknown players
US R & D and quality declined; Japan practiced US R & D and quality declined; Japan practiced continual improvement & rewarded innovation
US Market leaders were over confident & suffered from GTS – i.e. unconcerned with market value change
Organization effectiveness trumped by large slow Organization effectiveness trumped by large, slow bureaucracies – leadership knowledge suffered
Denial is Not a river in Egypt
M k ImpactMarket ValuesChange
Products & Services
Accurate Perceptions
…but denial may create a river in Asia
Increased productivityCommitted R & D
M k
Increased productivityCommitted R & D
Impact
Market ValuesChange
Products & Services
Accurate Perceptions
Superior MarketResearch
15 story hotel in china:5 story hotel in china:assembled in 6 days
MOFS: STATE OF THEM SMARKET SUMMARY
Asia/Europe productivity is advancing using integrated assembly & automation
Transportation costs per unit of through-put Transportation costs per unit of through-put is decreasing due to super post Panamax/UL container ships
Construction R & D in Japan and Europe is Construction R & D in Japan and Europe is being subsidized by governments/industry for 30+ yrs: focus on integrated/automated building systems
US construction costs are soaring: both labor & materials; delivery systems inefficient
US construction productivity is in decline: US construction productivity is in decline: R&D, innovation & collaboration are not industry core values
MOFS: SHIFT INPROJECT DELIVERYPROJECT DELIVERY
SYSTEM
Design/build business model advantages:
One stop shopping for customer: faster smarter One stop shopping for customer: faster, smarter, better communication, reduced risk, quality control, tighter schedule, fewer surprises
I d fl th h i d Increased revenue flows through increased services provided
Opportunities for strategic partnerships/repeat tcustomers
Expands products offered: niche breakout
T iti t t t b t d i /b ild fi Transition step: target robust design/build firms in your area & demonstrate modular potential
MOFS: EXPLOITINGN M VNEW MARKET VALUES
o New Consumer & Sustainability o Under 40: profound paradigm shift
Touchstone for most life style decisionso Touchstone for most life style decisions, particularly capital acquisitions
o Sustainability underserved in the entire construction industryconstruction industry
o No trust in green product claims by manufacturers: Rejection of “green washing”
o Consumer willing to pay more for certified sustainable products
o New Consumer & One Stop Shopping: socialization by the computer and social networking; instant results
MOFS: DEVELOP BRANDDDISTINCTIVES
MOFS: exploit sustainable manufacturing methods Expand sustainability applications in materials and
f b i ti th dfabrication methods Demonstrate advanced energy conservation in
products Conduct life cycle analyses of primary product sub- Conduct life cycle analyses of primary product sub-
systems & materials to determine environmental impact
Give each product a carbon footprint value Use third party commissioning to establish
sustainability claims & increase use of USGBC LEED certification
Participate in Sustainable Industries & USGBC Participate in Sustainable Industries & USGBC One Stop Shopping: explore benefits of design/build
business model
MOFS: CHANGING ROLEMBIOF MBI
MBI: traditional trade association or market catalyst?
Market research: developing MOFS distinctives
R & D: increasing manufacturing R & D: increasing manufacturing productivity and efficiency
Mobilizing knowledge experts on behalf of g g pMOFS
Bridge to conventional constructors, architects and de elopers to aggressi elarchitects and developers to aggressively educate on benefits of modular methods
EXPLORINGEXPLORING
R hi k d li & b i d l l Rethink delivery system & business model: explore design/build and “one-stop-shopping”
Initiate aggressive nation-wide education program f hit t d l i iti d fi i lfor architects, developers, universities and financial institutions (i.e. merchant banks, insurance companies, REITs) on benefits of modular
D l St t i P t Develop Strategic Partners
Collaborate on R & D; partner with universities & US Gov to increase productivity/sustainability research
Create national modular brand as most sustainable approach to construction; no “green washing”
Management's failure to plan for the future brings about loss of market, which brings about loss of jobs.
Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business,dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved products and services.
Long-term commitment to new learning and new philosophy is required of any management that seeks transformation.