Papers by Audrey Schultz, Ph.D.
IOP Conference Series: Earth and Environmental Science
Sustainable management practices such as lean and visual management can be directly linked succes... more Sustainable management practices such as lean and visual management can be directly linked successfully to facilities management practices. This was acknowledged during an exploratory case study that assessed the leanness of a university’s transformation, evaluating their lean and value-added approach to enhancing workflow efficiencies. The research study was limited to one UK university estates and property services lean journey. Design science research methodology with an action research approach was applied. In conjunction with qualitative methods such as interviews, questionnaires, and participatory observations in action that included a workshop. The literature review surmised that there is a lack of data demonstrating the correlation between lean visual management and sustainable management practices especially in facilities management services. Additionally, combining sustainable management and change management methods is also not widely researched. When sustainable manageme...
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Bookmarks Related papers MentionsView impact
Built Environment Project and Asset Management, 2017
Purpose The purpose of this paper is to create a value-based facilities management (FM) workplace... more Purpose The purpose of this paper is to create a value-based facilities management (FM) workplace by integrating lean principles, lean concepts, and specifically visual management technologies to improve efficiency, transparency, and value in the built environment. Design/methodology/approach The original research methodology used design science research framework with an action research (AR) approach. The chosen qualitative research methods included questionnaires, unstructured and semi-structured interviews, and participatory observation in action. Findings The facilities asset management department needs to align itself more strategically with organization leadership by understanding core business values, mission, and vision. It is essential they become a partner in creating a value-based contribution to the organizations bottom line and strategic plan. This can be established by embracing lean principles, concepts, and visual technologies, strategically linking the FM and asset ...
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This paper introduces the reader to the value of using a rubric system to assess the learning of ... more This paper introduces the reader to the value of using a rubric system to assess the learning of construction management students. One of the most important questions confronting new educators is, what is the best way an instructor can enhance students' learning while also improving course curriculum and the instructor's teaching skills? While the efforts students expend vary widely from student to student, the grading criteria an instructor chooses will focus on the course plans, deliverables, and the instructor's expectations for student performance. Developing a formal rubric system that specifies instructors' expectations of student performance, as well as what they expect students to take away from a particular event, provides a clear and objective way to evaluate students' efforts. The approach described within uses proven pedagogical methods and tools to develop a series of standardized rubric assessment measures appropriate for use in senior-level constru...
Bookmarks Related papers MentionsView impact
Since
the
publication
of
Sir
John
Egan’s
report
on
the
state
of
the
UK
construction
industry
15
y... more Since
the
publication
of
Sir
John
Egan’s
report
on
the
state
of
the
UK
construction
industry
15
years
ago
(Egan,
1998),
there
have
been
remarkable
improvements.
The
UK’s
newest
2012
HM
Government
Report
challenges
the
industry
to
step
forward
and
embrace
technological
change.
Though,
as
with
every
industry,
sector,
or
organisation,
the
need
for
continuous
and
sustainable
improvement
continues
to
push
the
boundaries
and
is
slow
in
acceptance.
The
construction
industry
is
no
exception
to
this
phenomenon.
As
cost
is
a
major
factor
in
any
construction
project,
there
is
an
ever
growing
need
to
keep
it
at
manageable
levels,
while
still
seeking
to
achieve
the
desired
budget,
quality
and
delivering
on
time.
Innovation
in
information,
communication,
technology
and
process
management
has
contributed
to
making
this
achievable.
The
industry
has
witnessed
a
radical
change
in
the
form
of
Building
Information
Modelling
(BIM).
This
has
revolutionised
the
delivery
approach
to
construction
projects.
Evidence
of
a
quantum
leap
into
the
realm
of
BIM
has
been
reported
in
various
forms
such
as
journal
articles,
industry
reports,
magazines
and
case
studies.
New
project
delivery
processes
and
approaches
to
delivering
construction
projects,
such
as
Integrated
Project
Delivery
(IPD),
have
been
developed
as
well
as
Lean
Construction,
which
have
been
pioneered
in
the
USA
and
the
UK.
Better
efficiency
and
collaboration
between
project
stakeholders
on
a
global
scale
have
been
engendered
on
complex
projects
in
France,
China
the
UK
and
USA.
Overall,
BIM
has
witnessed
positive
adoption
in
China,
the
USA,
Europe
and
Australia.
This
tends
to
portray
an
overwhelming
support
and
benefit
of
BIM
in
the
construction
industry.
On
the
other
hand,
little
has
been
done
to
determine
the
economics
and
the
added
value
of
BIM
to
the
construction
sector
and
society
holistically.
This
presents
a
major
challenge
for
investors
in
determining
what
the
real
value
of
adopting
this
approach
to
current
and
future
projects
will
be.
If
BIM
is
to
take-‐off
and
adopted
holistically
by
all
stakeholders
in
the
AEC
industry,
then
a
better
understanding
of
its
economic
value
must
be
rectified.
Currently,
there
is
no
standardised
methodology
or
approach
in
determining
its
economic
value,
which
has
been
highlighted
in
this
report.
Current
efforts
have
been
made
by
way
of
investment
appraisals
such
as
Net
Present
Value
(NPV),
Discounted
Cash
Flow
(DCF),
and
Cost
Benefit
Analysis
(CBA),
yet
this
has been
engaged
at
the
micro-‐level
of
organizations.
Hence,
its
application
at
a
macro
global
level
is
not
robust
enough
as
other
factors
that
affect
world
economies
are
not
considered.
This
report
draws
attention
to
the
above
issues
and
proffers
an
approach
to
overcoming
this
challenge.
Within
the
report,
benefits
of
BIM
have
been
highlighted.
Moreover
the
challenges
experienced
by
industry
experts
have
been
elucidated.
Finally
an
approach
to
determining
the
economic
benefit
of
BIM
has
been
offered.
This
uses
the
economic
concept
of
Total
Factor
Productivity
(TFP).
Consequently,
in
order
for
BIM
to
be
successful
there
has
to
be
a
paradigm
shift
from
traditional
silo
disciplines
of
architecture,
engineering
and
construction
to
a
more
collaborative
management
practice,
which
stipulates
a
process
management,
operations
management
and
lean
management
approach
that
will
create
an
overall
workforce
with
enhanced
skills,
supported
by
information
and
knowledge
technologies.
Bookmarks Related papers MentionsView impact
ascpro.ascweb.org
Bookmarks Related papers MentionsView impact
Uploads
Papers by Audrey Schultz, Ph.D.
the
publication
of
Sir
John
Egan’s
report
on
the
state
of
the
UK
construction
industry
15
years
ago
(Egan,
1998),
there
have
been
remarkable
improvements.
The
UK’s
newest
2012
HM
Government
Report
challenges
the
industry
to
step
forward
and
embrace
technological
change.
Though,
as
with
every
industry,
sector,
or
organisation,
the
need
for
continuous
and
sustainable
improvement
continues
to
push
the
boundaries
and
is
slow
in
acceptance.
The
construction
industry
is
no
exception
to
this
phenomenon.
As
cost
is
a
major
factor
in
any
construction
project,
there
is
an
ever
growing
need
to
keep
it
at
manageable
levels,
while
still
seeking
to
achieve
the
desired
budget,
quality
and
delivering
on
time.
Innovation
in
information,
communication,
technology
and
process
management
has
contributed
to
making
this
achievable.
The
industry
has
witnessed
a
radical
change
in
the
form
of
Building
Information
Modelling
(BIM).
This
has
revolutionised
the
delivery
approach
to
construction
projects.
Evidence
of
a
quantum
leap
into
the
realm
of
BIM
has
been
reported
in
various
forms
such
as
journal
articles,
industry
reports,
magazines
and
case
studies.
New
project
delivery
processes
and
approaches
to
delivering
construction
projects,
such
as
Integrated
Project
Delivery
(IPD),
have
been
developed
as
well
as
Lean
Construction,
which
have
been
pioneered
in
the
USA
and
the
UK.
Better
efficiency
and
collaboration
between
project
stakeholders
on
a
global
scale
have
been
engendered
on
complex
projects
in
France,
China
the
UK
and
USA.
Overall,
BIM
has
witnessed
positive
adoption
in
China,
the
USA,
Europe
and
Australia.
This
tends
to
portray
an
overwhelming
support
and
benefit
of
BIM
in
the
construction
industry.
On
the
other
hand,
little
has
been
done
to
determine
the
economics
and
the
added
value
of
BIM
to
the
construction
sector
and
society
holistically.
This
presents
a
major
challenge
for
investors
in
determining
what
the
real
value
of
adopting
this
approach
to
current
and
future
projects
will
be.
If
BIM
is
to
take-‐off
and
adopted
holistically
by
all
stakeholders
in
the
AEC
industry,
then
a
better
understanding
of
its
economic
value
must
be
rectified.
Currently,
there
is
no
standardised
methodology
or
approach
in
determining
its
economic
value,
which
has
been
highlighted
in
this
report.
Current
efforts
have
been
made
by
way
of
investment
appraisals
such
as
Net
Present
Value
(NPV),
Discounted
Cash
Flow
(DCF),
and
Cost
Benefit
Analysis
(CBA),
yet
this
has been
engaged
at
the
micro-‐level
of
organizations.
Hence,
its
application
at
a
macro
global
level
is
not
robust
enough
as
other
factors
that
affect
world
economies
are
not
considered.
This
report
draws
attention
to
the
above
issues
and
proffers
an
approach
to
overcoming
this
challenge.
Within
the
report,
benefits
of
BIM
have
been
highlighted.
Moreover
the
challenges
experienced
by
industry
experts
have
been
elucidated.
Finally
an
approach
to
determining
the
economic
benefit
of
BIM
has
been
offered.
This
uses
the
economic
concept
of
Total
Factor
Productivity
(TFP).
Consequently,
in
order
for
BIM
to
be
successful
there
has
to
be
a
paradigm
shift
from
traditional
silo
disciplines
of
architecture,
engineering
and
construction
to
a
more
collaborative
management
practice,
which
stipulates
a
process
management,
operations
management
and
lean
management
approach
that
will
create
an
overall
workforce
with
enhanced
skills,
supported
by
information
and
knowledge
technologies.
the
publication
of
Sir
John
Egan’s
report
on
the
state
of
the
UK
construction
industry
15
years
ago
(Egan,
1998),
there
have
been
remarkable
improvements.
The
UK’s
newest
2012
HM
Government
Report
challenges
the
industry
to
step
forward
and
embrace
technological
change.
Though,
as
with
every
industry,
sector,
or
organisation,
the
need
for
continuous
and
sustainable
improvement
continues
to
push
the
boundaries
and
is
slow
in
acceptance.
The
construction
industry
is
no
exception
to
this
phenomenon.
As
cost
is
a
major
factor
in
any
construction
project,
there
is
an
ever
growing
need
to
keep
it
at
manageable
levels,
while
still
seeking
to
achieve
the
desired
budget,
quality
and
delivering
on
time.
Innovation
in
information,
communication,
technology
and
process
management
has
contributed
to
making
this
achievable.
The
industry
has
witnessed
a
radical
change
in
the
form
of
Building
Information
Modelling
(BIM).
This
has
revolutionised
the
delivery
approach
to
construction
projects.
Evidence
of
a
quantum
leap
into
the
realm
of
BIM
has
been
reported
in
various
forms
such
as
journal
articles,
industry
reports,
magazines
and
case
studies.
New
project
delivery
processes
and
approaches
to
delivering
construction
projects,
such
as
Integrated
Project
Delivery
(IPD),
have
been
developed
as
well
as
Lean
Construction,
which
have
been
pioneered
in
the
USA
and
the
UK.
Better
efficiency
and
collaboration
between
project
stakeholders
on
a
global
scale
have
been
engendered
on
complex
projects
in
France,
China
the
UK
and
USA.
Overall,
BIM
has
witnessed
positive
adoption
in
China,
the
USA,
Europe
and
Australia.
This
tends
to
portray
an
overwhelming
support
and
benefit
of
BIM
in
the
construction
industry.
On
the
other
hand,
little
has
been
done
to
determine
the
economics
and
the
added
value
of
BIM
to
the
construction
sector
and
society
holistically.
This
presents
a
major
challenge
for
investors
in
determining
what
the
real
value
of
adopting
this
approach
to
current
and
future
projects
will
be.
If
BIM
is
to
take-‐off
and
adopted
holistically
by
all
stakeholders
in
the
AEC
industry,
then
a
better
understanding
of
its
economic
value
must
be
rectified.
Currently,
there
is
no
standardised
methodology
or
approach
in
determining
its
economic
value,
which
has
been
highlighted
in
this
report.
Current
efforts
have
been
made
by
way
of
investment
appraisals
such
as
Net
Present
Value
(NPV),
Discounted
Cash
Flow
(DCF),
and
Cost
Benefit
Analysis
(CBA),
yet
this
has been
engaged
at
the
micro-‐level
of
organizations.
Hence,
its
application
at
a
macro
global
level
is
not
robust
enough
as
other
factors
that
affect
world
economies
are
not
considered.
This
report
draws
attention
to
the
above
issues
and
proffers
an
approach
to
overcoming
this
challenge.
Within
the
report,
benefits
of
BIM
have
been
highlighted.
Moreover
the
challenges
experienced
by
industry
experts
have
been
elucidated.
Finally
an
approach
to
determining
the
economic
benefit
of
BIM
has
been
offered.
This
uses
the
economic
concept
of
Total
Factor
Productivity
(TFP).
Consequently,
in
order
for
BIM
to
be
successful
there
has
to
be
a
paradigm
shift
from
traditional
silo
disciplines
of
architecture,
engineering
and
construction
to
a
more
collaborative
management
practice,
which
stipulates
a
process
management,
operations
management
and
lean
management
approach
that
will
create
an
overall
workforce
with
enhanced
skills,
supported
by
information
and
knowledge
technologies.