• Journal of the Korea Safety Management & Science
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• v.15 no.1
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• pp.101-108
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• 2013

Industrial disaster caused the deaths of 2,114, construction workers among them was the highest of 621 deaths. In the construction industry, has established a number of safety alternatives to prevent accidents. But until now, the cause of the accident has stopped being superficial analysis, awareness on the root cause of the acciden did not reflect. In this study, we analyze the characteristics and causes in G contractors' safety accidents. And innovation strategy, organization-wide safety management system and detailed tasks to derive essentially was to prevent the occurrence of large construction companies. A lot of business for accident prevention effect was transient and formal, to reflect a management style and organizational culture, and try to prevent construction accidents. we will strive to prevent the disaster from the construction site through the improvement of these.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2013.05a
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• pp.199-201
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• 2013

In a construction project in which cooperation among project members gets its importance, trust among construction site members should be foundation to enhance team spirit and achievement. This study analyzes the trust network among staff by using social network analysis (SNA) theory for organizations in apartment complex construction sites in Korea. The analysis illustrates higher level of trust for those positioning in the higher positions in hierarchy and having greater experiences. It might be attributable to own features of construction works where skills are acquired by site experience.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.876-882
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• 2009

With overall opening of global construction market by World Trade Organization (WTO) agreements, importance of management efficiency of construction industry which considers both tangible and intangible assets is recently being recognized in our nation. That is, efforts for reinforcement of competitiveness must be placed through maximization of values of internal and external intangible assets of construction industry such as management innovation, information, investment in technology and R&D and intellectual property. Accordingly in this study, evaluation criteria for intangible assets of construction industry were investigated and classified. Using such criteria, evaluation index and model were established based on the degree of importance of each criterion. The purpose of this study is to review importance of intangible assets in terms of competitiveness and management efficiency of construction industry and to provide basic data for establishment of intangible assets and revitalization of investment.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2023.05a
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• pp.291-292
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• 2023

In line with the advent of the 4th industrial revolution, project performance such as construction productivity and safety is being improved through the use of various smart technologies in construction projects. However, most studies focus on case analysis according to technology application, and research on performance impact and evaluation methods is insufficient. However, the performance impact of the use of smart construction technology can vary greatly depending on the capabilities and level of support of the organization using the technology. Therefore, this study aims to establish factors that affect the performance of smart construction technology utilization at the organizational level and analyze the performance impact relationship. The results of this study will provide the basis for establishing an organizational system and evaluating performance for the efficient use of smart construction technology in the future.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.458-461
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• 2001

The whole of industry sectors are getting achieved BPR(Business process Reencountering) which innovate the inefficient product organization through examined the value chain. Besides, they try to integrate ERP, CRM, and SCM which is based on value chain. Construction Industry, however, not only is not regularized it but is not inadequacy about information mind. Nowadays Korean government lead the construction CALS, only some large company Innovate and restructure the organization and product structure. It Is necessary to efficient manage the project information and historical data and develop CIC/PMIS to transfer from the function based information-flow to the project based information-flow. The purpose of the Information management system's success In Korea, therefore, this paper analyzes the information-intensive problems and proves the device to achieve the Information Management System through the Standardization, Synchronization, Centralization for Construction Company.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.622-627
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• 2009

Business process engineering (BPE) is a top-down management approach for increasing efficiency and productivity through radical and fundamental changes to the business processes of the organization. BPE requires firms to initially develop a model of the existing business processes of the firm to distinguish functional tasks from processes used for coordinating inputs, activities and outputs. The model is used for understanding the business processes in the organization and to simulate the effect of changes to the processes. The model can also be used to justify business processes, which involves assessing whether the business process provides value to the customer in its current configuration. Justification requires a careful examination of the key business processes used by the firm to identify systemic shortcomings in the process and to create a new business process to produce greater efficiency. BPE also considers automating as many business processes as possible to increase operational efficiency and the integration of business process tasks. The construction industry has been slow to adopt BPE because of its project approach in which a major firm contracts with various functional service providers and regards each project as unique. The industry focuses on functional task efficiency rather than business process efficiency. There is no formal methodology or criteria for determining whether a business process is effective for a construction firm in its current configuration. The use of performance measures such as costs, task duration times or other metrics can be useful in evaluating the effectiveness of an existing business process and for modeling the possible outcome of a fundamental and radical change to the process.

• Journal of the Korea Safety Management & Science
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• v.14 no.1
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• pp.123-128
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• 2012

This paper deals with the productivity increment through construction of HT8 production system for automobile factory in China. HT8 production system start to build up several management indices. The important management indices consists of organization management, location management, management of order, management of defective item, management of delivery information, and warehouse management. This HT8 production system is expected to obtain the improvement for overall organization management and reduction by 50% in warehouse cost.

• Journal of the Korean Society of Safety
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• v.11 no.1
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• pp.121-128
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• 1996

Estimating the cost of injuries and "accidents" to an organization is very important to figure out about how much well each organization has run his company and how much efficiently he has got the results using a certain amount of the expense for safety. Despite the potential usefulness to management of information as to the cost of a company's "accidents", it is not customary accounting practice to make these data available. Of the two general kinds of costs forced on a company by its occupational injuries and "accidents", the insurance cost and uninsured cost, -the former is by far the easier to find out. But actually, this uninsured cost should be figured out at each company. Authors have designed the generalized model to figure out the above problem costs to establish its efficient safety control. One construction company has been a pilot for this study. It is found that efficient safety control cost should be 1.2%~l.3% of total selling amount by analyzing actual data for three years.g actual data for three years.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.371-376
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• 2005

Administrative works of local governments in Japan always have been led by central government. Local government organizations have gotten used to control of central government, whose organization is divided vertically into divisions. Such organizations as lack of cooperation of each administrative division could not define strategic goal appropriate for their district independently and could not give an efficient and optimized solution to their strategic goal. Under existing management system, it will be difficult for local governments to rapidly adapt to changing society. Under these circumstances, it is necessary for local governments to structure new management system independent on central government's instructions in order to manage appropriately.

• Journal of the Korean Society for Railway
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• v.9 no.4 s.35
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• pp.388-393
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• 2006

Recently, Korean government demands that public sectors like railway construction should improve their management efficiency. It is necessary for railway construction supported by government budget to aim at the companywide management efficiency. The Balanced Scorecard (BSC) is known as integrated performance management framework that helps a company to translate strategic objective info relevant performance within an organization. This paper focuses on relationship between KPIs (Key Performance Indicators) used to measure the performance of railway construction industry and process KPT for BPM (Business Process Management). Also, the vision and strategies of the railway construction is introduced, and the CSFs (Critical Success Factors) and the KPI based on BSC is developed. Finally, this paper explores that there is a possibility to fulfill the strategic objectives of railway construction industry through the connectivity between KPI based on BSC and process KPI based on BPM. We explain the detailed procedures with an example of railway construction industry.