• 한국산학기술학회논문지
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• 제17권6호
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• pp.129-139
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• 2016

본 논문은 저에너지 건축물 보급을 활성화하기 위하여 시행되고 있는 국내외 인센티브 제도를 비교분석하고 이를 통하여 국내 저에너지 건축물 인센티브 제도의 개선을 모색하기 위한 목적으로 한국, 캐나다, 미국, 싱가폴의 국가단위, 지방정부단위 제도를 분석 대상으로 하였다. 인센티브 제도의 체계는 1) 인센티브 종류 및 수혜자의 규정, 2)성능기준 및 평가방식의 정립, 3) 통합설계지원, 4) 재원의 확보를 근간으로 구성된다. 한국을 제외한 모든 국가들이 통합설계에 참여하는 전문가에 대한 인센티브 제도를 도입하고 있으며, 신축 중심 인센티브가 리모델링 건축물을 포함하는 방향으로 전환되고 있다. 인센티브 제도의 근간인 성능기준은 각 프로그램이 속한 국가 또는 지방정부가 규정하는 통합에너지성능분석기준에 따라 통합성능에 따른 지원이 주를 이루고 있으며, 개별 기술에 대한 지원을 보완하여 지원 범위 확대 경향을 보이고 있다. 통합 성능의 경우에도 초기 시뮬레이션에 의한 검증에서 실제 에너지사용량에 의한 검증으로 전환되어 시공품질 및 건물운영에 점차적으로 비중을 강화하고 있다. 통합 디자인 자체에 대한 지원과 자료 데이터베이스를 운영하여 성능기반 건축물 시장으로의 빠른 재편과 신산업 육성을 기대하고 있다. 안정적인 제도 운영을 위하여 재원확보가 필수적인데, 세금이 가장 일반적이고, 에너지 사업자 지원 또는 에너지 사용량에 따른 누진제를 통해 재원을 확보하는 보다 적극적인 재원확보 방안도 제시되고 있다.

• KIEAE Journal
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• 제15권2호
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• pp.53-59
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• 2015

Purpose: Reducing energy consumption and greenhouse gas emissions is a primary concern throughout the world, and the building sector is a particularly efficient area for making these reductions. In South Korea, the government has recently enacted policies for "Green Growth" that, among other things, enforce regulations in the building certification rating system (BCRS) and reorganize existing incentive systems. Method: In this study, we examined regulations and incentive systems used in the United Kingdom, Germany, and the United States that encourage the use of energy efficient technologies in construction and compared these policies to those used in South Korea. We also disseminated surveys to experts in the fields of architecture, planning and design, and engineering to better understand their knowledge and perception of the BCRS and its incentive systems. Additionally, we sought their recommendations for improving these incentive systems. Result: Based on our comparative case studies of regulations and incentives in other countries, alongside recommendations from experts in South Korea, we concluded that incentive systems in South Korea are limited and require improvement. We make recommendations for strengthening existing regulations and incentives and for implementing new incentive programs.

• 국제학술발표논문집
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• The 6th International Conference on Construction Engineering and Project Management
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• pp.583-587
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• 2015

Scenario-based learning (SBL) has been used in a variety of training situations across different disciplines. Despite its seemly widespread use in construction management discipline, very few attempts have been made to explore its effectiveness and the respective students' learning experience. Using a survey research design, this study aims to investigate students' perceptions on SBL approach in construction management courses. The specific objectives are: (i) to identify the characteristics of a favourable SBL environment, and (ii) to explore the students' learning experience and effectiveness of the SBL approach. The results show that the four characteristics of a favourable SBL environment are: effective team formulation, constant engagement with lecturer, working in a group, and incorporation of motivational incentive for participation. The students really appreciated the opportunities to apply concepts learnt in the lectures in their SBL group work. Also, they perceived that the SBL approach is effective in developing their reflective and critical thinking skills, analytic and problem-solving skills and their ability to work as a team. These findings should facilitate more critical approaches to similar form of teaching methods.

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.338-343
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• 2013

Integrated Project Delivery (IPD) as a delivery method fully capitalizes on an integrated project team that takes advantage of the knowledge of all team members to maximize project outcomes. IPD is currently the highest form of collaboration available because all three core project stakeholders, owner, designer and contractor, are aligned to the same purpose. Compared with traditional project delivery approaches such as Design-Bid-Build (DBB), Design-Build (DB), and CM at-Risk, IPD is distinguished in that it eliminates the adversarial nature of the business by encouraging transparency, open communication, honesty and collaboration among all project stakeholders. The team appropriately shares the project risk and reward. Sharing reward is easy, while it is hard to fairly share a failure. So the compensation structure and the contingency in IPD are very different from those in traditional delivery methods and they are expected to encourage motivation, inspiration and creativity of all project stakeholders to achieve project success. This paper investigates the compensation structure in IPD and provides a method to determine the proper level of contingency allocation to reduce the risk of cost overrun. It also proposes a method in which contingency could be used as a functional monetary incentive when established to produce the desired level of collaboration in IPD. Based on the compensation structure scenario discovered, a probabilistic contingency calculation model was created by evaluating the random nature of changes and various risk drivers. The model can be used by the IPD team to forecast the probability of the cost overrun and equip the IPD team with confidence to really enjoy the benefits of collaborative team work.

• 패션비즈니스
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• 제2권4호
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• pp.102-111
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• 1998

The purpose of this study is to present the basic material for the competitive, high-quality products by analyzing employees' attitude toward their job and some factors which influence the enhancement of productivity, education of workers, and facilities. This project was mainly conducted the conditions of women's wear manufacturing industries in Taegu by interviewing 143 employees in the sewing department. The result of this dissertation can be summarized as follows; 1. When it comes to the division of task in the sewing department, one team is composed of chairpersons (33.5%), assistant members (27.4%) and sub-assistant members (26.6%). The inspection of commodities as well as the enhancement of work on ironing for elaboration was divided as completion (12.6%) and finally the forms of task were made up of design sampling team (49%) and contracting team (51%). 2. Among the needle workers, as many as 60% employees had received technical education, which was by means of being passed down from the predecessors (81.6%). In terms of the period of education, from 2 to 5 years topped the list. The contents of education comprise patterning, sewing (65.2%) and ironing (20.3%). 3. The department of design takes charge of the report on working directions up to 88.2% and the working directions were used by 69.9 % of technicians. The directors of working conditions and methods were chiefs of designing department (37.7%) and those of sewing department (30.8%). The factors of defective goods were low-quality materials (50.0%), the deficiency in skills of workers. In terms of methods for preventing defects, technical education of workers, standardization of task and investment for factory automation were suggested. 4. As for their perception of present work, most of employees (80%) look upon it as a way of earning a living and 11% of them wanted to derive many things from their work. 59.2% of workers were satisfied with the product. When it comes to the incentive system provided by company, 67.0% responsed that it was not bad, and 23.9% evaluated it as 'satisfactory'.