021 construction productivity (part 1)
TRANSCRIPT
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CONSTRUCTION CONSTRUCTION PRODUCTIVITYPRODUCTIVITY (MAJOR INFLUENTIAL FACTORS)(MAJOR INFLUENTIAL FACTORS)
RESEARCH MODEL (Process model productivity on site)
Organisational Factors
Contract management
Finance
Etc
PROJECT WORK ENVIRONMENT
Pre-construction Activities (1) D1. Client brief D2. Project objectives D3. Specification D4. Design/build-ability D5. Contractual arrangement D6. Planning D7. Scheduling D8. Estimating
Site/Project Manager (2) Characteristics D9. Experience/capability D10. Leadership style D11. Authority/influence D12. Goal commitment D13. Involvement
Labour (6) Characteristics D39. Subcontracting
Labour D40. Direct labour
Management (3) Factors D14. Clarity of tasks D15. Team work D16. The style of management D17. Safety management
Management (4) System D18. Planning D19. Communication D20. Controlling D21. Co-ordinating
Resource (5) Management D22. Labour selection D23. Labour control D24. Material selection D25. Material handling D26. Plant D27. D31. Waste on site D32. D38. Delay and Disruption on site
Motivating Factors (7) D41-D46 Hygiene Factors D47-D55
P R O D U C T I V I T Y
Project Performance Time Cost Quality Safety
Job Satisfaction
Effort Rewards
Ability and Skill of worker
CONSTRUCTION PRODUCTIVITY
MAJOR INFLUENTIAL FACTORS The main areas pertain to: Managerial Technological Social factorsThe crucial factors, which have a majoreffect on construction productivity, canbe divided into two main areas: internal factors external factors
CONSTRUCTION PRODUCTIVITY
Productivity
ManagerialFactors
Technologicalfactors
Social Factors
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
Internal factors The construction site productivity is
directly under the influence of the site managers and project manager.
often, project managers and site managers are task orientated;
their concern is to finish the project on time and within budget;
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
Project mangers or Site mangers with poor communication, human relations will not be able to lead their team.
Managers must be able to motivate workers.
It is important for managers to have both professional and academic qualifications.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
Managers should have a number of basic characteristics in their approach to a project, such as:
accuracy determination initiative integrity loyalty resourcefulness self-confidence and a balanced
temperament
FACTORS INFLUENCING THE EFFECTIVENESS OF CONSTRUCTION SITE MANAGERS
What caused the change?
Eliminate changes No changes
within the project
Good Communication
Project Manager’s Success
Clear objectives & scope
Standardisation Break project to sub projects
Individualism
Full control on site
Communication at all levels
Use key successful factor for future jobs as standardisation i.e. Completion on time within budget.
Use project plan as working document.
Project Manager’s success (adapted from Clarke, 1999)
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
In the past construction projects were delivered in the traditional way where by design was separated from construction.
The separation of design and construct can affect productivity if there is delay in taking design changes or drawings to the contractor.
In these circumstances, site labour force and plant become idle resulting in site productivity decline.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
THE ROLE OF PROJECT MANAGEMENT TEAM
The prime aim of the management team is to minimise construction costs and meet all Key performance Indicators (KPI’s).
This can be achieved if resources are used in most effective way.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
As a result, many techniques have been introduced to assist mangers in managing resources more effectively.
The construction management team is also responsible for improving the construction industry’s competitiveness.
both in the domestic and international market.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
Project management involvement begins at the design stage.
All decisions taken at the design stage must be directed towards achieving the client’s expectations for:
Cost Quality Time Full satisfaction
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
The construction work must be handled in such a way that it is completed on time within the set budget.
At any time, several design teams are involved in the design stage of a project.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS The teamwork amongst design team
will reduce design change. A good management team can
reduce variationvariation to the original plan. Following a design change: the site labour force; and plant become idle resulting in
site productivity decline.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
Project managers are also responsible for choosing the right contract for the right project.
The right choice of contract is an important part of the project management decision-making process.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
Reducing the time required to deliver a project is one way of improving competitiveness.
Network Programming allows managers to reduce time.
The implementation of construct-ability can reduce the scheduled time for a project by up to 30% without any extra cost to the project.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
The main responsibilities of project managers are:
in reducing cost; maintaining high quality work; reducing waste; reducing delays; Etc.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
PROJECT MANAGEMENT EFFECTIVENESS The project management’s
effectiveness is about having the power to produce good results.
Management effectiveness is influencedby several factors such as: education; training and experience- help project
Managers to develop their knowledge and skill.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
The project Manager’s familiarity with their working environment and team members.
This determines a project manager’s approach in dealing with the activities on site.
The project manager’s managerial behaviour is influenced by:
company rules and regulations.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
Poorly performing projects are causedby: Disruption; site congestion; sequencing (events following each
other in a successive way); lack of availability of material;
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORDS
Also, site management; worker’s skills; the motivation of workforce; quality of engineering;work environment.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
The effectiveness of the site managerdepends on several factors.1) Personal factors such as: the manager’s age experience qualification style of management membership of professional body etc.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTOR
2) Job related variables such as: salary job satisfactionjob security All of which may influence the sitemanager’s motivation.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
project variables are defined as: building type; project size; Duration; construction methods and complexityof the project.organisational variables such as: the size of the company; site engineers’ level of authority.
CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS
Also, External factorsExternal factors include: characteristics of the industry client participation inclement weather economic climate
What are the impact of variables such as personal factor, job related variables, project variables
and organisation variables and their effect on site managers’ performance.
Effectiveness of Construction site managers Mustapha and Naoum (1997)
The effectiveness of the site manager depended on several factors, namely:
Job variables (2)
Project variables (3)
Organisational variables (4)
Environmental variables (5)
Personal variables (1)
Actual performance
(a)
Pre-set standards
(b)
Effectiveness -identify gap between a & b Objective measure Time overrun Cost overrun Subjective measure Assessment of Direct boss
Typical adverse material management (Thomas et al, 1989)
Poor organisation of storage area on site
Extensive multiple
handling of materials
Material badly stored or marked
Poor House Keeping
Wastage on Site
Access to storage area
obscured by debris
Lack of planning of material deliveries
Lack of co-ordination
between the time of
deliveries and erection.
Remobilization and re-
familiarisation after a lengthy
delay.
Running out of materials
Lack of anticipation
about material
shortage
CONSTRUCTIONPRODUCTIVITY
SocialManagerial Technological
Internal factors
External factors
Project managementeffectiveness
Reducing cost,Maintaining high
quality work,Reducing waste,Reducing delays,
Disruptions,Site congestion,etc
The Concept of Economic ManSocial man
The motivation of workforce,Work environment,
etc
National & Internationalcompetitors,
Weather,Client participationEconomic climate,
contractual relationship
Impact of newtechnology,MachineryInnovation