Productivity – 2016
In order to
properly manage Construction Productivity, you must first review the
Construction Culture. Ask yourself if
your company culture includes the following items: a. promote team work, b.
recognize the value of balancing work and family, c. being an equal opportunity
employer, d. being a drug free work place.
Productivity is not being handled properly by many construction people today. A
few things the Project Manager is to critique and analysis are as follows:
A. Peoples inability to segment
delays, impacts and disruptions on a contemporaneous basis, and isolating and
capturing the coat of productivity loses.
B. There is a lack of a comprehensive project cost management
system on our project.
C. The failure to keep your CPM schedule updated so it shows
all project activity.
safety has been proven that it is essential that company and project leadership
be committed to eliminating accidents and achieving a zero-accident
environment. In a clearly defined safety culture reinforced with effective
proven best practices, training, planning and clear significantly reduced
accidents on their project.
The same is
true for improving construction labor productivity.
Manager must critique all of the following as to their effect on productivity:
overtime required will be controlled by the circadian rhythm of the crews
orders may require additional time.
demand for additional resources.
4. Night crews
5. Any RFI’s
need time to be resolved.
change in weather may affect productivity.
projects have low productivity. When sites are cluttered and disorganized,
workers have to work around the clutter and waste time searching for missing
components. Contractors need to provide adequate facilities for disposal of
trach efficiently and to provide appropriate general project cleaning.
work areas that will be muddy should be improved using dry earth fill, gravel,
plywood or planks. Stairs and emergency exits should be kept open at all times.
orderly projects will also promote good safety practices and reduce the risk of
One of the
most significant claims by contractors is lost productivity. Many of us agree
that a lost of productivity is one of the least understood and most difficult
claim to quantify.
There is a
lack of comprehensive and centralized project cost management system on most
projects. There is also a lack of effective procedures being put in place for
identifying, coding, capturing and measuring labor productivity, especially
when and where delays, impacts and disruptions occur.
to keep a project CPM Schedule properly updated and reflecting all delays and
actual performances as it occurs will reflect on the critique of productivity.
The inability or failure to segment delays, impacts and disruptions and then to
document the cause and effect on the cost of productivity losses is a big
The Project Manager must critique the CPM
Schedule sequence and all concurrent activities as this may affect the project
productivity. Also know the adequate
resources required for each activity.
to agree on the time element results in a compressed schedule that creates
change work conditions and contributes to possible impact cost on unchanged
work and the potential for lost productivity.
claims usually include damages for lost labor productivity due to delays,
interferences, disruptions, overtime, and accelerating performance. Some of the
causes of low labor productivity include:
1. Lack of ability to maintain the CPM
2. Resequencing of activities
3. Overriding the labor cost in the
original project cost estimate
Jacobs, Jr. CSI Emeritus, AACE, ASPE, IIE, PMI, SAR