University of Salford School of the Built Environment

PROCESS AND PROJECT SYSTEMS

By : U.P. Saddhathissa Sirisena Ref No : @00410764 Module Coordinator : Dr. Bingu Ingirige and Prof. Mohammed Arif Course : MSc in Quantity Surveying – Full Time Date : 08-05-2015

Declaration: I confirm that this work is mine, I have not plagiarized and there is no hidden collusion. I have read and agree with the Declaration on Conduct of Assessed Work Form on the student intranet, URL:http://intranet.scpm.salford.ac.uk/studentintranet/

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Table of Contents

1 Introduction .......................................................................................................................................... 1

1.1 Marina Bay Sand ........................................................................................................................... 1

1.2 Why Marina bay sands is Iconic? .................................................................................................. 4

2 Describe and Mapping the pre construction stages ............................................................................. 4

2.1 Describe ........................................................................................................................................ 4

2.1.1 Inception ............................................................................................................................... 5

2.1.2 Feasibility .............................................................................................................................. 5

2.1.3 Outline Proposal.................................................................................................................... 5

2.1.4 Scheme Design ...................................................................................................................... 6

2.1.5 Excavation ............................................................................................................................. 6

2.1.6 Detail design, Product Information & Bills of Quantities ...................................................... 6

2.1.7 Tender Action ........................................................................................................................ 6

2.2 Flow Chart ..................................................................................................................................... 7

3 Risk Management ............................................................................................................................... 12

3.1 What is the construction risk? .................................................................................................... 12

3.2 What is the risk management? ................................................................................................... 12

3.3 Risk classification ........................................................................................................................ 13

3.4 Risk Identifications ...................................................................................................................... 13

3.4.1 Design complete within limited time period ...................................................................... 15

3.4.2 Adverse Weather and Environmental Risk ......................................................................... 15

3.4.3 Risk of strutting ground condition ...................................................................................... 16

3.4.4 Design conflicts as design teams are separated ................................................................. 17

3.4.5 Estimation errors................................................................................................................. 17

3.4.6 Technical design can be inaccurate .................................................................................... 17

3.4.7 Leave the Main Local Partner ............................................................................................. 18

3.4.8 Project is not fully funded ................................................................................................... 18

3.4.9 Constructability of the Design ............................................................................................. 19

3.4.10 Design changes cannot be done frequently ....................................................................... 19

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3.4.11 Selection of good Perforating subcontractors .................................................................... 19

3.4.12 Risk of Ensure the foundation load capacities .................................................................... 20

3.4.13 Casino control act is not passed.......................................................................................... 21

4 Offsite construction ............................................................................................................................ 22

4.1 Pre cast concrete piles / Diaphragm wall ................................................................................... 22

4.2 Pre cast reinforcement concrete shear walls ............................................................................. 23

4.3 The Casino ................................................................................................................................... 24

4.4 The Sky Park ................................................................................................................................ 26

4.5 The Podium roof ......................................................................................................................... 28

4.6 The Art Science Muesuem .......................................................................................................... 30

5 Quality Management .......................................................................................................................... 31

5.1 Improved customer focus and satisfaction ................................................................................. 32

5.2 Higher Profitability ...................................................................................................................... 32

5.3 Consistency Improved ................................................................................................................. 32

5.4 Reduced delivery time ................................................................................................................ 33

5.5 Durability Increased .................................................................................................................... 33

6 Conclusion ........................................................................................................................................... 34

7 Bibliography ........................................................................................................................................ 35

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Table of Figures

Figure 01: Marina Bay Sands ......................................................................................................................... 1

Figure 02: Main components of the projects ............................................................................................... 2

Figure 03: Infinity edge pool ......................................................................................................................... 2

Figure 04: Process flow of Pre- Construction process ................................................................................ 10

Figure 05: Design Process Flow and Information Sharing .......................................................................... 11

Figure 06: Process of Risk Management ..................................................................................................... 12

Figure 07: Risk Classification ....................................................................................................................... 13

Figure 08: Five Diaphragm walls ................................................................................................................. 16

Figure 09: Excavation works inside the diaphragm walls ........................................................................... 16

Figure 10: Lifting a test shaft cage with O-cell assemble ............................................................................ 20

Figure 11: O-cell Testing ............................................................................................................................. 20

Figure 12: Shear walls & Lateral stability system of the hotel towers. ....................................................... 23

Figure 13 : Shear wall construction at offsite ............................................................................................. 24

Figure 14: MBS Casino ................................................................................................................................ 24

Figure 15: Example Pre fabricated double Tee ........................................................................................... 25

Figure 16: Event Plaza Structure ................................................................................................................. 25

Figure 17: Assemble process of Sky Park .................................................................................................... 26

Figure 18: Traditional construction method ............................................................................................... 27

Figure 19: Pre Fabrication method ............................................................................................................. 27

Figure 20: The podium roof of area of MBS ............................................................................................... 28

Figure 21: Construction work of Podium roof ............................................................................................ 29

Figure 22: Developed Steel Structure of Art Science Museum ................................................................... 30

Figure 23 : Elements of the Quality Management ...................................................................................... 31

Table of Figures

Table 01: Stages of the Construction Process ............................................................................................... 4

Table 02: Probability and Impact Matrix with ratings ................................................................................ 14

Table 03: Weighted Risk Register with cause and effect ……………………………………………………………………….17

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1 Introduction

1.1 Marina Bay Sand

Figure 01: Marina Bay Sands

“Marina Bay Sands is a $5 billion, high-density, mixed-use integrated resort that brings together a

2,560-room hotel, convention center, shopping and dining, theaters, museum, and a casino across the

water from Singapore’s Central Business District” (Safdie, 2013)

Completion date - June 2010 Height to Architectural Top - 207 m Stories - 57 Area - 249,843 m2 Primary Use - Hotel Owner / Developer - Marina Bay Sands pte.Ltd Design Architect - Safdie Architects Associate Architect - Aedas Ltd Structural Engineer - Arup Main Contractor - Ssangyong MEP Engineer (Design) - R.G. Vanderweil, LLP MEP Engineers (Production) - Parsons Brinckerhoff

Other Consultants

Landscape Architect (Design) - Peter Walker & Partners Landscape Architect (Production) - Peridian International Inc Lighting Consultants - Project Lighting Design Water Features - Howard Fields Assoc. International Casino Design - Moshe Safdie with the Rockwell Group Theater Consultants - Fisher Dachs Associates Graphics, Signage and Way finding - Pentagram

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Figure 02: Main components of the projects

1. Hotel

There are three hotels with 2,560 luxury rooms.

2. Sands Sky Park

Figure 03: Infinity edge pool (TripAdvisor, 2015)

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The most marvelous and the most complex element of the project, the top of the three hotel towers

are connected each other by Sky park (200 meters).This includes cantilevered public observatory,

jogging paths, gardens, restaurants, lounges, and an world infinity swimming pool. This park can host

3,900 people at once and lush gardens include 250 trees and 650 plants.

3. Casino

This is the 1st Casino in Singapore and this is world largest “atrium style” casino features four levels of

gaming floors and entertainment in one space totaling 15,000 m2 with 500 tables and 1600 slot. And

the atrium ceiling is holding a 7 ton chandelier with 132,000 Swarovski crystals and 66,000 LEDs

4. The Shoppes at Marina Bay Sands

The retail and restaurants are spread over 74,322 m2 together with Luxury and world famous

retailers; Balenciaga, Bally, Bulgari, Cartier, Celine, CHANEL, Ermenegildo Zegna, Franck Muller,

Givenchy and Gucci.

5. Sands Expo and Convention Center

The Asia’s largest ballrooms area of 8,000 m2 and the capacity to host 11,000 people, and flexible

convention and exhibition space of of 121,000 m2.

6. Museum of Art Science

With the shape of lotus flower with 21 gallery spaces the Museum of Art Science is created to the

design of Moshe Safdie. Permanent exhibition as well as exhibitions of the other museums is held

here. Further carries out standard educational programs for both children and adult visitors like talks,

forums, workshops, and tours of the museum

7. Theaters

The two theaters are belonging 21,980 m2 with a combined 4,000 seats. Two state-of-the-art theatres

offer a total of about 4,000 seats. The Grand Theatre presented shorter shows such as concerts, gala

events and award ceremonies. Both theatres have hosted movie first performance and red carpet

events.

8. Crystal Pavilions

The largest commercial floating structure ever built in Singapore is this crystal pavilion with shops and

night clubs of around 5,914 m2 of space.

9. Event Plaza

The 10,000 people can be hosting and this is 5,000 m2and for a diverse range of local and

international live performances.

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1.2 Why Marina bay sands is Iconic?

According to the (The Richest, 2015) and (Homedit, 2015), Marina Bay sands is the most expensive

building in the world. Total cost of the project was $8 billion at 2010. Further it is the first casino in

the Singapore as well the world largest atrium casino and the world highest swimming pool

Furthermore the design of Architect Moshe Sadie was a marvelous and count among the more difficult

projects to build in the world and.

2 Describe and Mapping the pre construction stages

2.1 Describe

For the identifications of the each stages of the construction process, the RIBA plan of work is selected

as a guideline.

Stage A Inception - Pre DesignStage B Feasibility - Pre Design Stage C Outline proposals - Design Stage D Scheme Design - DesignStage E Detail Design Stage - DesignStage F Product Information - Preparing to buildStage G Bills of Quantities - Preparing to buildStage H Tender Action - Preparing to buildStage J Project Planning - ConstructionStage K Operations on site - Construction

Pre construction

Table 01: Stages of the Construction Process (RIBA Plan of Work, 2013)

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2.1.1 Inception

Marina Bay sand was developed by Las Vegas Sands as a winning proposal of government of

Singapore. In December of 2004, the government launched the RFC package for two intregrated

resources in Sentosa and Southern Island including casino.

Singapore government expects more tourist attraction to the country and makes a Singapore a social

hub in Asia. By expending money by Las vagas got 60year land tenure and 30 years casino license,

exclusive for 10 years

(Infopedia, 2015)

2.1.2 Feasibility

The LVS selected City Development Limited (CDL)-Singapore Property Developer. After doing the

feasibility analysis with CDL, together started work on RFC by early 2005.

2.1.3 Outline Proposal

In early 2005 the Paul Steelman Design Gropup , Arup Hong Kong and other consulted joint for RFC

design. But unfortunately, the local partner, CDL decided to with draw by late January 2005 hence

LVS decided to bid along.

By March 2005, RFC was submitted among the 13 no of consortiums from all over the world and

highest bid was S$ 5.8 billion. In 15th of November 2005, 4 numbers of bidders were selected out of

13 (including LVS) and RFP was launched and asked to submit RFP for further selection.

The Boston based, Safdie Architect was engaged for the RFP stage. By end of November 2005 yhe

Singapore government set the price of the land as S$ 1.2 billion without calling open tender.

Eventually RFP completed and submitted with the collaboration of Arup, Safdie , Paul Steelman and

others by 29th of march 2006.

After big competition among the four bidders the Singapore government announced that LVS had won

the bid. Eventually MBS design was selected as the best design as the terms of pedestrian circulation

and layout and suitable for the Marina Bay landscape. Furthermore the hotel towers will give

marvelous view to the city and the entire Marina Bay. (Infopedia, 2015)

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2.1.4 Scheme Design

The Client was hurry to start the construction as for the balanced design and construction should be

done within four years of time. Hence capable personalities were collected from all over the world;

“Arup Singapore was involved in the advance works, foundations, and substructure, as well as the fire

and façade engineering designs. Arup Australia worked on the traffic consultancy and the dynamic

behaviour of the structures, notably the SkyPark” (ArupJournal, 2012)

Further invited bidders to quote for the whole package of design & build (i.e. façade), and selected the

appropriate groups. Ultimately the whole design package (main) was completed in December 2006

and transferred the design package from Boston to Singapore in January 2007.Then excavation work

started on the same time January 2007.

2.1.5 Excavation

In January 2007 all the other word pre construction was started by commencing the excavation and

pilling works.

2.1.6 Detail design, Product Information & Bills of Quantities

The detail designs, product information & bills of Quantities were prepared by the collaboration of

Singapore and Hong-Kong offices meanwhile excavation and pilling works going on.

2.1.7 Tender Action

Tender packages were prepared and ask to bidders to quote and selected proper contractors and

subcontractors for the construction phase. The construction phase divided into 140+ groups.

With the increasing costs of materials, for instance sand and steel, and labour shortages because of

other major infrastructure and property development in the country, Sheldon Adelson expended the

S$8 billion as the total cost of the development at July 2009.

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2.2 Flow Chart Following sources are used for building flowchart.

1. (Urbino.net, 2006) 2. (Milestones-Of-MarinaBaySands, 2015) 3. (Ministry-of-Trade-and-Industry-Singapore, 2012) 4. (ArupJournal, 2012) 5. (Infopedia, 2015)

Inception

Feasibility

Outline

Proposal

RFC Launched

LVS had been partnered with Singapore property

developer City Developments

Limited (CDL) for bidding

The Singapore government raised the proposal of

Intergraded Resort - March 2004

Tourism Board invited to submit concept proposal for Marina Bay and Sentosa in December 2004

Feasibility Study done as the group effort with CDL

The architect Paul teelman Design Group & Arup Hong Kong and other

consultants Joint with LVS

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Outline

Proposal

Among the 13 number of bidders, LVS submitted

RFC on March 2005 with the help of Architect Paul

Steelman Design Group, in association with Arup Hong Kong and other consultants

In last November 2005, the government set the price of the Marina Bay site at S$1.2 billion instead of calling for an open

tender

City Developments Limited (CDL) withdrew their collaboration by

Late January 2005

The Boston based Safdie Architects was engaged with LVS

for RFP

RFC Submitted

Government announced on 15th of November 2005 that, four formal bidders

were selected for the RFP stage including LVS

RFP Launched

RFP completed by with the collaboration of Safdie Architects / Paul Steelman Design Group & other consultant and submit on

29th of March 2006

RFP Submitted

RFC started early by 2005

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No Not Selected

Yes

Scheme

Design

Detail Design

Excavation Started on January 2007

May – 2006 Tourism Board announced that the development rights had been awarded to LVS

awarded the license to build Singapore’s first casino at Marina

The schematic design start at July 2006 collaboration with Arup, Safdie Architects and other designers

Design package was transferred from Boston to Singapore in January 2007

Detailed design started with the collaboration of Singapore and Hong

Kong

The schematic design by Arup’s Boston office and Safdie, also based in Boston,

was completed in December 2006

Completed detailed design

Excavation and Pilling tender

Package

Scheme Design

Tender Packages for design and

build

Ask for further design

Eligible or not

Detail Design

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Product Information and BOQs

Tender

Action

Figure 04: Process flow of Pre- Construction process

From above diagram it showed how the processes of pre constructiom stages are done. Soon the Schematic design finished, excavation work start meanwhile details designs going on.

But up to the detail design, design team not moved to the Singapore by being all over the world, they

committed for the success. Arup Hong Kong appointed as the data base of the design process

meanwhile Arup Singapore appointed as the facilitator with client and contractor and regulator of the

readability of design. The below figure shown how this complicated process was took place.

Prepare tender packages and Ask to submit tender for different disciplinary

Selected contractors / Sub contractors

Construction documentation; product information and BOQs prepared by

Singapore and Hong Kong

Product Information and

BOQs

Tender packages for sub

Contractors

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Figure 05: Design Process Flow and Information Sharing

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3 Risk Management

3.1 What is the construction risk?

(Hertz, D B & Thomas, H, 1984) Suggested that, “risk means uncertainty and the results of

uncertainty. Risk refers to a lack of predictability about problem structure, outcomes or consequences

in a decision or planning situation.”

3.2 What is the risk management?

Risk management is the identifying the risk and probability of occurrence / when it will be occurred

and what are the impacts? .

Then how to response the risk; Project manager priorities the time and resources in order to response

the risk. If the probability of occurrence is very low and the impact is high, project manager will not

take any action for those kinds of risks. Let it to happened, then action will be taken.

Figure 06: Process of Risk Management

Risk Classification

Risk Identification Risk Analysis Risk

Response

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3.3 Risk classification

In the risk classification stage, the risk is classified according to the region or because of which party that risk is occurred, like whether it’s due to the external factors or due to the environmental or etc. Risk can be classified as follows.

Figure 07: Risk Classification

3.4 Risk Identifications

The classified risks are identified from the risk identification process, and document these risks for

further analysis. The outcome of risk identification procedure is a list of risks.

There are many tools and techniques available for Risk identification; brainstorming, Interviewing,

Root cause analysis, SWOT Analysis, diagramming techniques & etc. There are three methods come

under the diagramming method, Cause and effect diagrams, System or process flow chart &

Influence Diagram.

Risk Classification

Project Risks Risks within the

project bounderies

Business Risks Risks affected

business outcoe after project is

deleivered

Environmental Risks

Risk can be occured out side of the due

to the project activities

External change risks

Risks due to the External factores

changing

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Cause and effect Matrix

Probability and impact matrix created and rate as follow for further analysis

Probability

Very Low Low Medium High Very High

Impact

Very High 4 8 12 16 20

High 3 6 9 12 15

Medium 2 4 6 8 10

Low 1 2 3 4 5 Table 02: Probability and Impact Matrix with ratings

Risk (description ) Cause EffectPrimary

ObjectiveImpact Probability Weight

1 Leave the Main Local Partner with 15 % of shares

Partner company’s own descision

Project cannot complete Cost Very High very High 20

2Risk of strutting ground condition Land was reclaimed Stength of foundation

decreases Quality Very High High 16

3 Estimation errorsConcretae price waried and price of labours are wareied

Funds will not be sufficient to finish the work

Cost Very High High 16

4 Project is not fully funded Due to company's money problem

Possible Project delays Cost High Very High

15

5 Risk of Ensuring Foundation load capacity

Filing depth more than 200 ft

Strength of foundation decreases Quality High High 12

6 Design conflicts as design teams are separated

Design teams are separated

Desiign errors can be occurred Cost Medium very High 10

7Casino control act is not passed Political issues

Expected returm of Investment may not get

cost High Medium 9

8Design changes cannot be done in constrcution phase

Design is already approved

Constructability will be less Cost Medium High 8

9Selection of good Perforating subcontractors Project is bulky Possible Project

delays Time Medium Medium 6

10Design complete within limited period of time

Political Aceelarated schedule Not get the Project Time Low very High 5

11Technical design can be inaccurate Designs are Innvovative Deformeation /

cracks in the elements Cost Very High Very Low 4

12Constructability of the design is less

Due is sophisticated due to the competition

Possible Project delays Time Medium Low 4

13Adverse Weather and Environmental Risk

Poor Environtmental Management / Bad weather conditions

Panelty from environtmental boddies/ project

Time / Cost High very Low 3

Table 03: Weighted Risk Register with cause and effect

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3.4.1 Design complete within limited time period

“A major challenge to the structural and architectural team working together was that the entire

concept (including its presentation) occurred within four months” (ArupJournal, 2012) . Client was

hurry for whole project design and build should be completed within 4 years of time.

To overcome this problem, design group diversified scope and sub teams were formed; the casino,

The Crystal Paviloin, Art Science Muesuem, hotels and retails. “Each presented a complex project of its

own, involving hundreds of millions of dollars’ worth of construction” (ArupJournal, 2012)

In this method the time period will be shrinkage but quality and accuracy should be properly

supervised.

3.4.2 Adverse Weather and Environmental Risk

Adverse weather can be affected badly in the excavation stage as this land is covered with sea and

land is refilled nearly. According to the environmental regulations of the Singapore, controlling of the

soil erosion and control the collecting of soil and sludge in to water should be done in proper manner.

Otherwise delaying of project, money wasting due to rework, penalties from the environmental bodies

can be expected.

Following actions were implemented to reduce the risk

1. Briefing of Contractors on Environmental Management System (EMS) before start up

Pre- start up stage

2. Submission of Erosion Control Measures (ECM) to Singapore’s National Water Agency

(PUB) for approval

3. Installation of Erosion Control Measures (ECM) Testing/Commissioning prior to undertaking

any earthworks

1. Last line of defense, turbidity curtain installed in the bay at the outfall to trap silty water from

spreading into the bay

On site actions

2. Continuous monitoring system installed before the outfall to measure the total suspended

solids of the treated water, if excess of 50 mg/l, will trigger an SMS alert informing the

environmental manager. Action will be taken immediately to cut off discharge

3. Concrete lined Cutoff drain with silt fences installed to prevent muddy water from discharging

into the bay

4. Reduce erosion of earth stockpiles by covering with erosion control blankets

(National Water Agency Singapore, 2012)

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3.4.3 Risk of strutting ground condition (Council on Taller building , 2011), “It is located in Marina South, a peninsula of land reclaimed from

the sea in the late 1970s across the bay from Singapore’s Central Business District”. It’s a huge risk of

building a 57 stories building on top of the refilled muddy land.

There are special kind of techniques were used to defeat the excavating six levels into the water bed

in refilled the muddy land.” To overcome the challenges of the bulk excavation and minimize shoring

in the difficult soil environments, Arup’s excavation design included five huge reinforced concrete

cofferdams” (ArupJournal, 2012)

Figure 08: Five Diaphragm walls

Inside the every circular diaphragm walls are dry and inside excavation and construction could be done without any difficulties. The excavation depth was 18 m in some area therefore it should excavate inside before start outside.

Figure 09: Excavation works inside the diaphragm walls

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3.4.4 Design conflicts as design teams are separated

As discussed above the design team is diversified all over the world. “Arup Singapore was involved in

the advance works, foundations, and substructure, as well as the fire and façade engineering designs.

Arup Australia worked on the traffic consultancy and the dynamic behavior of the structures, notably

the Sky Park”. (ArupJournal, 2012) . But accordingly the design conflicts / errors can be occurred due

to the geographical distance and due to lack of communication.

According to (ArupJournal, 2012) ,”The firm organize expertise across four continents, and made a

good quality of the different time zones to overcome geographical restraints and facilitate continuous

design development through real-time co-ordination between the parties.”

Further Arup Singapore and Hong Kong were appointed as coordinators hence all the designs were

gone through them and day by day recheck to ensure error free and communicated with client and

contractor to take appropriate implementation.

3.4.5 Estimation errors

(Infopedia, 2015) says “The project continued to suffer construction delays, which were attributed to

high prices of concrete after an embargo on sand exports by regional countries”. Consequently if it

would have estimated the sand consumption and came to an agreement with sand exporting

countries, this problem will not be occurred.

The skilled and unskilled labour requirements were not estimated properly. (Infopedia, 2015) says

“labour shortages also contributed to the delays and the escalated cost of the project, which was now

at S$7.7 billion” .

Because of all these estimation errors; “LVS then suspended developmental work on projects in Las

Vegas and Macau to concentrate its financial resources on MBS. It also raised S$3.2 billion through a

stock offering, with Adelson putting in more than US$1 billion of his own money” (Infopedia, 2015)

3.4.6 Technical design can be inaccurate

As a highly technically sophisticated and innovative project, the accuracy of technical design should be

high. When the sky pool is considered it can be seen as extreme idea from the point of people safety

as 40,000 pieces are assembled and 1,424 cubic meters of water hold by the stainless steel pool and

due to the movement of the three buildings, this sky park frees to move 19.68 inches.

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To avoid this risk , design team thoroughly followed the standards; BS 5950 ( British Standard for the

design, fabrication and erection of structural steelwork ) , BS 5400 ( British Standard code of practice

for the design and construction of steel, concrete and composite bridges. Hence reliability and the risk

were reduced.

3.4.7 Leave the Main Local Partner

The LVS selected City Developments Limited (CDL), a local (Singapore) partner for the bidding process

to improve the chance of getting the project. CDL had agreed to take the 15 % project. But “Famous

for its luxury Venetian resort in Las Vegas, said its Singapore proposal remained strong despite the

surprise withdrawal by City Developments, 11 weeks before the March 31 tender deadline. (Sky

Scraper City, 2006)

Hereafter the new partner was not sought by LVS and decided to bid along. But 11 weeks before

withdrawing was a huge risk though LVS get the project because of the 15% contribution of CDL and

the LVS was new to the business environment of the Singapore.

3.4.8 Project is not fully funded

Each and every company is facing financial issues time to time. But if the company is facing such

issues at the beginning of vast investment around $ 8 billion, it’s a huge problem. Because for the

bidding process also company need to deposit S$ 60 million.

According to the (Singapor Window, 2008) “Many experts also believe Singapore made the right

choice with LVS for Marina Bay, despite the company's present problems. The alternatives to LVS as a

bidder were MGM and Harrah's Entertainment and both face the same financial issues as LVS,"

Therefore this project also affected, “In 2008 however, LVS was reported to be in financial trouble. A

global economic and financial crisis had hit its businesses and affected its ability to raise financing for

its projects. Its share price fell more than 90% from peak levels and the corporation was reportedly

close to bankruptcy a number of times” (Infopedia, 2015)

To overcome this situation LVS had to stop developmental work in Las Vegas and Macau to finance

resources on MBS, it also collected $3.2 billion through h a stock offering, further owner, Adelson

sharing his own money more than US$1 billion.

Then Sheldon Adelson had to meet government officials explained the situation and came to an

agreement with government to open MBS in stage wise. (ArupJournal, 2012) ,”Originally scheduled for

2009, the official opening of Marina Bay Sands took place on 23 June 2010 at 3.18pm, after a partial

opening that included the casino on 27 April 2010. The Art Science Museum in February 2011 and the

Crystal Pavilions in September 2011”.

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3.4.9 Constructability of the Design

There was a huge competition among the four companies to take the bid to build Integrated Resort;

hence Moshe Safdie (Main Architect) gave fabulous design including innovative ideas like Sky Park,

inclined walls & etc. But issues can be raised regarding the constructability later.

According to the (Singapor Window, 2007) "It's a very, very complicated and sophisticated building..

now that we try to execute it in concrete and steel, it's a bit of a challenge, We're looking for means

and methods to construct it more efficiently” . Because of the complicatedness and lack of details like

method of construction given in the design phase, construction team faced huge problems.

3.4.10 Design changes cannot be done frequently

With the help of Architect Moshe Sadie, brilliant innovative design ideas included in this project. But

when the time of construction some changes need to be done for the construction flexible and for the

good for the project. As all the designs were approved before from the government of the Singapore

and the panel of judge, possibility of changes done in the project is less. If it was done it will be unfair

for the other competitors.

Therefore the design team should design exactly what they going to build, as significant changes are

not possible.

3.4.11 Selection of good Perforating subcontractors

Owing to the bulk of the project, one single contractor could not complete the job on its own and to

speed up the construction process, work spread among 140+ subcontractors.

1. Water Feature Design - HFA International

2. Interior Designer - CL3 Architects; Hirsch Bedner Associates

3. Landscape Architect (Design) - Peter Walker and Partners Landscape Architecture

4. M/E/P Engineers (Design) - Vanderweil Engineers

5. M/E/P Engineers (Production) - Parsons Brinckerhoff

(Architect Magazine, 2015)

Though construction risk is diversified among them if subcontractors fail to performance, it will badly

affect to the project because the quality and the reliability depends upon the performance of them. In

MBS also project was delayed due to this issue. “The project continued to suffer construction delays,

the bankruptcy of a number of subcontractors”. (Infopedia, 2015)

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3.4.12 Risk of Ensure the foundation load capacities To provide support to the three buildings, if barrettes and bored piles installed into the Old Alluvium

layer, still risk was there to identification foundation load capacity were met the design values.

Because the depth is above 200 ft. Otherwise later on building could be deformed.

To overcome this issue load test program using the Osterberg Cell bi-directional testing method

was implemented. By using this method,

Confirm design loading requirements were met

Ability to isolate and load the foundation bearing strata which was key to the schedule that

required loading capacity confirmation prior to site excavation

For its ability to separate the end bearing and skin friction components of foundation capacity

For its ability to provide high test loads even with the deep foundation cutoff levels, 42.6 ft-

83.6 ft below ground surface without need for reaction systems

Total six piles in depth range of 228-270 ft was checked and taken the necessary actions.

Figure 10: Lifting a test shaft cage with O-cell assemble

Figure 11: O-cell Testing (Foundation of Drilling, 2012)

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3.4.13 Casino control act is not passed.

The IR operator will be required to provide a landmark public attraction (i.e., a cultural centre,

museum, art gallery, contemporary art centre, performance theatre, arena, science centre, maritime

museum, planetarium or aquarium). But LVS sand tried to get this project as Singapore government

allows them to 1st casino in the Singapore. Therefore they cannot expect much more profit from other

facilities.

As May of 2006 MBS got authorized to start, 1st of Jun 2006, casino control act started in parliament

and as shown below after much more arguments it was finalized 2009 meanwhile the construction

works groining on.

1. 18 Aug 2009: First reading of the Casino Control (Amendment) Bill.

2. 16 Sep 2009: Second and third reading of (Amendment) Bill and passing of Bill.

3. 13 Oct 2009 : Casino Control (Amendment) Act 2009 published

Restrictions set by casino control act - 2009

1. Collection of a casino entry levy of S$100 per day or S$2000 per year for Singapore residents

2. The IR operator shall pay a casino tax of: 15% on monthly gross gaming revenue

3. The maximum gaming area allowed is 15,000sqm. The maximum number of gaming machines

allowed is 2500.

4. The IR operator will have the concession to operate a casino for 30 years. Apart from the IR

operator has to apply to the Casino Regulatory Authority for a casino license. During the period

of 10 years from the date of the signing of the second agreement, only two casino licenses will

be issued.

(School of Public Policy, 2014)

Therefore it’s a risk of spending money without knowing profit range (Return of Investment)

22

4 Offsite construction

“Off-site construction” is the planning, design, fabrication and assembly of building elements at a

location other than their final installed location to support the rapid and efficient construction of a

permanent structure” (Off-Site Construction Council, 2015)

Industrialized Building Systems (IBS) was implemented in Marina Bay Sand Hotel. In worldwide, IBS is

identified as Pre-fabricated / Pre-fab Construction, Modern Method of Construction (MMC) and Off-site

Construction. Precast concrete construction and prefabricated steelwork were used wherever

appropriate to increase off-site and minimize on-site construction work.

“Internationally, prefabrication and off-site fabrication have provided numerous productivity benefits—

specifically in the areas of labor, scheduling, cost, quality and safety” (Off-Site Construction Council,

2015)

To complete marina Bay sands within four years of times, Pre-Fabrication technology was helped in

many ways , as most of the pre fabrication is done in controlled and enclosed environment, effects of

the bad weather eliminated and the properties of the material remained unchanged.

Further storing space was reduced by,

1. Raw material inventory reduced

2. Finished elements brought to site just in time (JIT)

(Yam Yin Hwan, Tan Jia Jia, 2013)

4.1 Pre cast concrete piles / Diaphragm wall

Marina Bay is reclaimed land & the soil is soft & muddy. Therefore it’s used pre-cast diaphragm walls,

(Geo Fund, 2015) “the advantage of doing the precast diaphragm wall is the significant reduction of

concrete loss, losses which lead to, besides the cost of material, the costs of removing pockets of

concrete. These values can be very high, especially in areas of soft soil”. This helped to reduce the

ground work time period significantly and reduced risk.

Moreover (Concrete Centre, 2015) “Precast concrete piles are used in the construction of foundations

for a wide range of different structures in the civil engineering and building sectors. As precast piles

are suitable for all applications and ground conditions, they provide a very cost-effective piling

solution”. In the Marina bay sands, barrette pilling as well as bored piles uses as lighter loaded

elements.

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When using pre cast concrete piles, no needs to wait until it get hard & no need to do curing at the

site. Therefore the time taken for the whole process is optimized meanwhile maintaining good quality

of work.

4.2 Pre cast reinforcement concrete shear walls

The specialty in the Marina Bay sands design is there are three buildings are connected each other

from the top by Sky Park. To withstand the wind & seismic loads, counter the effects of lateral load

acting on a structure due to the extreme flare of the legs of the tower, pre cast reinforcement

concrete shear walls, varying in width from 28 inches at their base to 20 inches at higher floor levels,

are located on 33-foot centers within each of the three towers. (Gene R. Stevense, P.E. and James

Robert Harris, 2015) , “This system is designed to yield in bending at the base of the precast shear

walls without shear slip at any of the joints”. Further building can withstand for the earthquake and

the lateral loads due to wind as the loads are isolated by using the isolation (expansion) joints.

Additionally the probability of occurrence creep and shrinkage are high because of the volume changes

due to the temperature difference. According to the (Precast Solutions, 2015), “As precast concrete

parking structures tolerate the volume changes, the creep and shrinkage will not be occurred. Pre cast

shear walls can be cured before bringing to the site. Consequently the connections between members

let the structure to reduce pressures from ordinary expansion and contraction that or else could cause

cracking in structural elements”.

Figure 12: Shear walls & Lateral stability system of the hotel towers. (Patrick McCafferty, Daniel Brodkin, David Farnsworth and David Scott, 2011)

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Figure 13 : Shear wall construction at offsite (Reap Lite, 2009).

4.3 The Casino

Figure 14: MBS Casino (Disfruta Singapur, 2014)

Reaplite Industry Sdn Bhd is a famous Malaysian company supply labor for the pre cast concrete

structure provider. “Marina Bay Sand, Singapore Supply labour for the production of precast double

tee beam, staircase and beam. (Reap Lite, 2009).

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Marina bay casino is a one of the largest, having three casino floors and over 2,300 gaming machines.

“Also, to increase speed of construction, single and double T-section precast units were employed for

the flooring. The building had to be completed in time for the planned “soft” opening on 27 April 2010”

Figure 15: Example Pre fabricated double Tee (Archi Expo, 2015)

1.1 The event plaza

In the Event plaza, 10, 000 people can be seated and temporary supporting facilities can be arranged

for events like VIP grandstands. It is considered as the heart of the MBS and a public open space next

to the walkway is utilized as the staging of activities.

As shown in below figure, U shaped precast concrete tubs are connected with tie beam by screws. The

whole system is placed on top of the number of jacks.

Figure 16: Event Plaza Structure

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“To facilitate its rapid erection under the tight programme, the reinforced concrete tubs were precast,

while the main parts of the platform decks were shop-prefabricated in advance” (ArupJournal,

2012).By using pre fabricated tubs along with the platform deck, the construction process could be

accelerated and the site space can be reduced as prefabrication was done in the outside.

4.4 The Sky Park

The length of the sky park is more than the Eiffal tower and weight is 7000 tons . As off-site

construction technology is used, this kind of amazing iconic Sky Park could be done within 13 weeks of

time.

As shown in below figure, “14-main steel segments were prefabricated off site and lifted into place via

strand jacks. This method took cues from bridge building when lifting the segments into place. The

Cantilever was pre-assembled at grade to assure proper fit and then disassembled and lifted into place

and attached to a secondary beam at the top of the hotel tower” (College of Architecture, 2015)

Figure 17: Assemble process of Sky Park

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In the traditional construction method, comparably time period is taken for the site pre-preparation

activities (i.e. – scaffolding, concrete shuttering). But off-site plant is already prepared for the

manufacturing process time and cost can be saved. Moreover in plant, same team repeatedly doing

the same work, the process will be standardized then the quality gets increase while defect/scrap rate

decreases. And as pre fabrication can be started in advanced, sudden demand of labors will not be

occurred. Additionally the space management can be optimized as construction work is going in outside.

Furthermore the critical paths of construction process can be overtaken by using the off-site

construction method. I.e. the sky-park construction can be started before the roof structure was

finished. Therefore as shown in below, the process lead time can be reduced.

Start End Building Construction Sky park construction Start End Lead Time Figure 18: Traditional construction method

Start End Offsite Construction Assembling Building Construction

Sky park construction

Start End

Lead Time

Figure 19: Pre Fabrication method

28

Eventually system helps to enhance the safety and efficiency condition of site. In marina bay sands

bad weather highly affected to the construction work. But this system helped to avoid the delay on

construction works affected by weather as the manufacturing process is done in controlled

environment. (Yam Yin Hwan, Tan Jia Jia, 2013)

4.5 The Podium roof

Figure 20: The podium roof of area of MBS (ArupJournal, 2012) The Podium roof spread over the vast area; theater state of the art sands Expo and convention center.

Therefore the geometrically complex double curved canopies needed to build in lightweight and

tension-stayed.

As this is having complex 3-D geometry, innovative custom jigs were needed to maintain the accuracy

of the fabrication. For the canopy structures, accurate setting out needed to precisely defines the 3-D

location of their top and bottom points. This cannot be done in the normal site environment.

29

Figure 21: Construction work of Podium roof (MARINA BAY SANDS - MICE ROOF, 2011)

The segments of the podium roofs are pre fabricated in different locations and ring to the factory

according to the demand. According to the (ArupJournal, 2012) “Lifting lugs were pre-welded to

segments in the factory after determining the lifting points from the segment’s centre of gravity. This

greatly saved time during erection as it avoided the need to find the centre of gravity by trial and

error on site”. And the Erection clips which were used to verify that segments were aligned and fitted

accurately. These were also pre-welded therefore it could be reduce erection time.

30

4.6 The Art Science Muesuem

The Art science Museum is 165m in height and steel structure is made out of with 10 main elements and estimated weight is 5,000 tones. (Building and Construction Authority, 2012)

Figure 22: Developed Steel Structure of Art Science Museum (Tekla, 2015)

This part is very difficult to build as it has a complicated 3D geometry, “You need to know the

coordinates in order to get the correct geometry of all the members.” Getting the geometry wrong

would mean that the parts would not fit”. (Tekla, 2015)

Then the contractor Yongnam produced about 5,000 steel parts offsite. Then by using Tekla BIM

software, create erection drawings and orientation drawings in order to fit these parts at the site.

Therefore if it’s going to construct in the site at once, more errors can be occurred and much longer

time could be taken. But with the help of offsite construction, this part was done within two years.

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5 Quality Management

“Aims to enhance customer satisfaction through the effective application of the system, including

processes for continual improvement of the system and the assurance of conformity to customer and

applicable regulatory requirements” (Quality Management Systems, ISO 9001:2000)

Therefore in the construction industry, perform to satisfy the customer (client or end customer)

according to the rules and regulatory bodies in a reliable manner can be identified as the quality

management.

There are three elements can be identified under the quality management

Figure 23 : Elements of the Quality Management (Total Quality Mnagement, 2011) Under the quality control segment; the quality of produced goods will be maintained by doing the full inspection or sample inspections.

In quality assurance; frequent audits, new procedures should be implemented in order to prevent (Assure) the quality of the process.

Total Quality management is practicing quality control and quality assurance procedures furthermore by improving work process improvement by aware all the staff of the company even the client and whole supply chain.

32

When the time of constructing world’s expensive building, MBS the quality management helped to improve the level of performance in many traditions. Further discussed below, how the quality management has improved the level of performance.

5.1 Improved customer focus and satisfaction

MBS was awarded by two traveler’s choice awards in 2014 as maintain the high quality in the

construction period. “The Traveller’s Choice Awards honours top dining spots worldwide based on

millions of reviews by travellers. Award winners were determined using an algorithm that took into

account the quantity and quality of reviews over a 12-month period”

• 2014 - Top 25 Favorite Fine Dining Restaurants in Asia: CUT by Wolfgang Puck - ranked 21st

• 2014 - Top 10 Museums in Singapore: Art Science Museum - ranked 5th

(AWARDS & ACCOLADES, 2015)

5.2 Higher Profitability

People attraction is the most important thing to get higher income. According to the (battibecco,

2015) “Half a million gamblers passed through the casino in June 2010. In the third quarter of 2012,

the revenues of the Marina Bay Sands fell almost 28 per cent from a year earlier”. Though LVS spend

more and more money in order to maintain high quality in Integrated Resort, the invested money can

be paid back within a short period of time.

5.3 Consistency Improved

The consistency or reliability is the most important thing in the construction process when the

thousands of people going to use that facility. I.e. Sky park complex can hold 3,900 people at the

same time. So that the dynamic tests were done to check perform of the completed cantilever,

structural properties of the model, vibration response measurements for individual and group walking,

jumping, and dancing. The reliability of the complex was maintained by controlling the quality of

welding.

Likewise, nevertheless in the Podium roof construction process , two shifts of 12 hours with the

engineers, supervisors, fitters, welders and grinders were appointed to achieve the fast-track

construction process by two shifts of 12 hours; the “QA/QC, NDT (non-destructive test) and ITA

(independent inspection and testing agency) tests were done systematically. All of this helped to

achieve the highest possible quality in the final product” (ArupJournal, 2012)

33

5.4 Reduced delivery time As discussed in above in MBS most of the components are pre fabricated and deliver to the site. All

the pre fabricated parts are assembled and checked for the quality thoroughly, before they fixed. “All

were trial-fitted at the factory, as well as any adjustments or modifications so as to save time during

erection and installation” (ArupJournal, 2012). Hence save the additional transportation time, process

time, crane and unnecessary waiting time of the people.

5.5 Durability Increased Among the advantages of durability increased, it decreases the cost by reducing breakdown

maintenance, reducing maintenance cost and increasing maintenance time laps. To take the

maximum benefits of the total quality management each and every individual in the supply chain

should be aware of the concept.

The Yang Ah Kang & Sons Pte Ltd Yang Ah Kang & Sons (who supplied furniture, fixtures & equipment

and done outfitting works at several areas, including guest rooms and celebrity chef restaurants) were

thoroughly adviced by MBS to use high quality building material. “Good workmanship was displayed

by Yang Ah Kang & Sons and high quality building materials were used. Its management team is also

highly responsive to Marina Bay Sands’ requests and its site support team is prompt and reliable

during execution” (PATA, 2014)

34

6 Conclusion

From the beginning to the end the Integrated Resort was driven by political accelerated schedule and

eventually dream came true due to lot of hard work, prescient analysis, usage of new techniques,

collaboration among the team and commitment. The main special feature of the pre construction

stage is that all the parties were separated by geographical background. Up to the detail design stage

the design work happen in Boston, while client in Vegas and site situated in Singapore. Therefore good

collaboration and good coordination among the team helped to achieve the target.

There are so many risks associate from this project both pre construction and post construction; some

pre construction risks affected at the preconstruction stage while others effect at the post construction

stage. Further primary objectives of the risk were identified as cost, time and quality, hence for the

risk ranking purpose probability impact matrix is used.

And for the fast delivery of the project pre cast methodology and quality management helped in many

aspects. The problem of scarcity of the space for both raw material and labors was overcome by using

construct at the outside whatever the possible segments By implanting quality management,

unnecessary transportation, waiting and saved the money by reducing the maintenance cost. Hence

reduce the unnecessary inventory, unnecessary transportation and waiting could be identified as the

three pillars of the lean manufacturing system. Hence it can be identified lean manufacturing system

was practiced up to some extend and obtain the benefits.

35

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