Some construction managers believe that you can motivate construction supervisors and workers by giving them "stretch" goals ---- targets for doing the work for reduced budgets or schedules which have never been achieved.
The proven approach to establishing targets for construction are based on the concept of "tight but realistic"
Construction people like challenges, so having a "tight" target is a good approach, but the target needs to be "realistic" also. Targets need to be achievable with a little extra effort, but never unachievable. If it's never been done before it probably isn't achievable.
With an impossible target, studies have shown that people give up trying and the result is worse than the typical results.
With targets which are to easy to achieve, people relax and meet the target spending more hours and time than needed.
So the best approach is to use "tight but realistic" targets.
By the way, it is possible to do things that have never been achieved....but these take a special initiative with extra planning and approaches...you don't get the unachievable by just setting it as a target
Wednesday, April 22, 2009
Core Workforce -- Advanced
Construction has a transient workforce.
To improve productivity on your projects you need to have a long term strategy which includes developing and retaining a long term core workforce of the best skilled craftsworkers.
Your core workforce is your most valuable resource and you should do everything to grow the number and skills of your workers.
Your core workers will establish the standard for productivity, quality and safety that will ensure success on projects, cost effectiveness and customer satisfaction. They will execute projects successfully with minimum disruption and supervision.
And most important, your core workforce will provide role models for the other workers you will need to bring in for short term needs.
Core workers should be rewarded for their contribution to your success with higher pay, better benefits, job security, skills upgrade training, etc. The extra investment in them will pay out in many ways in the future
To improve productivity on your projects you need to have a long term strategy which includes developing and retaining a long term core workforce of the best skilled craftsworkers.
Your core workforce is your most valuable resource and you should do everything to grow the number and skills of your workers.
Your core workers will establish the standard for productivity, quality and safety that will ensure success on projects, cost effectiveness and customer satisfaction. They will execute projects successfully with minimum disruption and supervision.
And most important, your core workforce will provide role models for the other workers you will need to bring in for short term needs.
Core workers should be rewarded for their contribution to your success with higher pay, better benefits, job security, skills upgrade training, etc. The extra investment in them will pay out in many ways in the future
Monday, April 20, 2009
Constructability --- advanced
"Constructability" is the practice of getting construction experts involved early to influence the design of a project to make it more "constructable" ---- easier, cheaper, faster etc.
The result of many constructability studies is to improve productivity --- reduce the labor required to build the project.
Frequently, this means simplifying the design, standardizing components, using design elements that are standard practice for the contractor, using local approaches that workers are familiar with, etc.
In any case, getting construction experts, including superintendents, foremen, specialty subcontractors etc involved early enough in the project so that they can influence the design while it is still ideas and sketches (before final design) is always a good way to reduce labor and improve productivity.
The Construction Users Roundtable has an overview of constructability available as B-1 Integrating Construction Resources and Technology into Engineering in the CURT Publications Archive
CICE Constructability Report
More detailed information on executing constructability programs is available from the Construction Industry Institute
The result of many constructability studies is to improve productivity --- reduce the labor required to build the project.
Frequently, this means simplifying the design, standardizing components, using design elements that are standard practice for the contractor, using local approaches that workers are familiar with, etc.
In any case, getting construction experts, including superintendents, foremen, specialty subcontractors etc involved early enough in the project so that they can influence the design while it is still ideas and sketches (before final design) is always a good way to reduce labor and improve productivity.
The Construction Users Roundtable has an overview of constructability available as B-1 Integrating Construction Resources and Technology into Engineering in the CURT Publications Archive
CICE Constructability Report
More detailed information on executing constructability programs is available from the Construction Industry Institute
Pre-assembly -- advanced
One major way to do construction with less labor is to do some of it in the controlled environment of a shop....good working conditions, right tools and jigs, no weather --- almost like a manufacturing plant with the ability to set up standard processes.
One of the major barriers to more pre-assembly is that contractors do their work by projects and individual projects don't have the time or budget to setup for preassembly. Contractors that are successfully using preassembly do it as a company wide initiative and invest in the shop and then individual projects can take advantage of it as much as possible
After a contractor has a shop, then it is essential to use it as much as possible. Some contractors require all projects to go to the shop first to get as much done as possible and only do what is essential in the field.
In any case, using pre-assembly of piping, electrical, hvac and even other trades is a key element of reducing total labor hours used for any project.
One of the major barriers to more pre-assembly is that contractors do their work by projects and individual projects don't have the time or budget to setup for preassembly. Contractors that are successfully using preassembly do it as a company wide initiative and invest in the shop and then individual projects can take advantage of it as much as possible
After a contractor has a shop, then it is essential to use it as much as possible. Some contractors require all projects to go to the shop first to get as much done as possible and only do what is essential in the field.
In any case, using pre-assembly of piping, electrical, hvac and even other trades is a key element of reducing total labor hours used for any project.
Wednesday, April 8, 2009
Measure and benchmark ---- basic
Measure and benchmark ---- basic
To know if you are improving productivity you need to measure it and benchmark your results against the industry rates and your past results.
Measures can be as simple as recording quantities installed and hours used for each project. At the end of the project, add the data to your database and track your project results over all of your projects.
More complex systems are available but they require more resources and system support. These will be described in a separate "advanced" entry.
With a database of your project results it's possible to compare your results with industry data, to track your progress of improvement and to identify "best in class" performance. Then you can start documenting your "best practice" --- what was unique about the project that has the best performance.
To know if you are improving productivity you need to measure it and benchmark your results against the industry rates and your past results.
Measures can be as simple as recording quantities installed and hours used for each project. At the end of the project, add the data to your database and track your project results over all of your projects.
More complex systems are available but they require more resources and system support. These will be described in a separate "advanced" entry.
With a database of your project results it's possible to compare your results with industry data, to track your progress of improvement and to identify "best in class" performance. Then you can start documenting your "best practice" --- what was unique about the project that has the best performance.
Get the right materials to the right place.....basic
Many work sampling studies in construction verify that they typical worker is only doing "direct" work about 40% of the time. The rest of the time, they are travelling, waiting, etc. One of the biggest issues in downtime is material availability.
Material issues include travelling long distances to get materials, carrying heavy, bulky materials, finding the right materials in disorganized storage, having the wrong materials, damaged materials, etc, etc.
The most nonproductive craftsman is the one standing and waiting for the right materials.....it doesn't matter how hard they work, they can't make up for the downtime.
I once analyzed two drywall operations on large condo projects. On one project, the superintendent loaded each room with exactly the number and type of drywall needed to finish the room. On the other project, the superintendent delivered pallets of drywall to the hallway outside the rooms and the drywallers carried it to the rooms as needed. The first project's total productivity (hrs/room) was 30% better than the second.
Getting the right materials to the right place to make it possible for good productivity requires good planning and diligence. It doesn't require additional staff though....that's what superintendents and foremen should be doing as a normal part of their job, it should be part of their job responsibilities and your expectations.
Material issues include travelling long distances to get materials, carrying heavy, bulky materials, finding the right materials in disorganized storage, having the wrong materials, damaged materials, etc, etc.
The most nonproductive craftsman is the one standing and waiting for the right materials.....it doesn't matter how hard they work, they can't make up for the downtime.
I once analyzed two drywall operations on large condo projects. On one project, the superintendent loaded each room with exactly the number and type of drywall needed to finish the room. On the other project, the superintendent delivered pallets of drywall to the hallway outside the rooms and the drywallers carried it to the rooms as needed. The first project's total productivity (hrs/room) was 30% better than the second.
Getting the right materials to the right place to make it possible for good productivity requires good planning and diligence. It doesn't require additional staff though....that's what superintendents and foremen should be doing as a normal part of their job, it should be part of their job responsibilities and your expectations.
Tuesday, April 7, 2009
Working harder or using less --- basic
Some people think "improving productivity" means getting people to work harder.
I think "improving productivity" means figuring out how to do the work with less labor required,
If I have a plan for how the work can be done with less labor then I don't have to worry as much about how hard people work. It's less of an issue.
So, most of the ideas for improving productivity are really ideas for getting the work done with less labor required.
Things like detailed planning of how the work will be done including considering alternate approaches. Making sure that is no wasted effort or downtime because of materials, engineering or tools and equipment. Making sure the work is done in a good, clean area with appropriate safety considerations. Being sure the workers know what they need to do, how they will do it and where the material, tools and equipment they need are stored.
The approach is to reduce or eliminate the amount of labor needed, not pressure the workers to work harder (or faster).
By the way, when you give most construction workers well planned work in a good working environment, they will also do it very quickly and efficiently with a good attitude! Good craftsmen like to work on good work. A double win.
I think "improving productivity" means figuring out how to do the work with less labor required,
If I have a plan for how the work can be done with less labor then I don't have to worry as much about how hard people work. It's less of an issue.
So, most of the ideas for improving productivity are really ideas for getting the work done with less labor required.
Things like detailed planning of how the work will be done including considering alternate approaches. Making sure that is no wasted effort or downtime because of materials, engineering or tools and equipment. Making sure the work is done in a good, clean area with appropriate safety considerations. Being sure the workers know what they need to do, how they will do it and where the material, tools and equipment they need are stored.
The approach is to reduce or eliminate the amount of labor needed, not pressure the workers to work harder (or faster).
By the way, when you give most construction workers well planned work in a good working environment, they will also do it very quickly and efficiently with a good attitude! Good craftsmen like to work on good work. A double win.
Learning Curves ---- advanced
Have you ever put together a bicycle? I bet it took a long time to get it done because you had to read the instructions step-by-step, figure out the parts you had, get the right tools, etc.
But, what if you had to assemble two or three bicycles, how much faster would you have done the second and third ones? You know the parts, you know how the parts go together and you have the right tools. By the third one, you don't even have to look at the instructions anymore.
Cost engineers call this a learning curve....everytime you repeat a task you do it for less hours. The ""curve comes from the shape of a graph of the hours/unit for many units --- an average learning curve says that you can reduce the hours by 20% every time you double the repetitions ..... the 2nd is 80% of the first and the fourth is 80% of the second. Some people have been able to drive learning curves for 30 or 40% reduction.
On one project I worked on we had to assemble 93 packing lines. The estimate was for 5700 hours per line which we met on the first line, but at the end of the project, we did the last lines for 1300 hours each ---- same scope, some of the same people (remember, to get a learning curve, you usually need to reduce the crew size or the schedule time.....if the crew size and schedule time stays the same, you won't see any reduction in hours, just easier work)
But, you don't need 93 identical lines to achieve a learning curve ---- just some repeat work.
So, why don't we plan all work so the same people repeat tasks as much as possible. It appears that work is sometimes planned without recognizing the power of Learning Curves. Sometimes the same work gets assigned to two different crews. Sometimes crews get reassigned to different work. It should be a priority that every time there is the same work, then the same crew should do it.
But, what if you had to assemble two or three bicycles, how much faster would you have done the second and third ones? You know the parts, you know how the parts go together and you have the right tools. By the third one, you don't even have to look at the instructions anymore.
Cost engineers call this a learning curve....everytime you repeat a task you do it for less hours. The ""curve comes from the shape of a graph of the hours/unit for many units --- an average learning curve says that you can reduce the hours by 20% every time you double the repetitions ..... the 2nd is 80% of the first and the fourth is 80% of the second. Some people have been able to drive learning curves for 30 or 40% reduction.
On one project I worked on we had to assemble 93 packing lines. The estimate was for 5700 hours per line which we met on the first line, but at the end of the project, we did the last lines for 1300 hours each ---- same scope, some of the same people (remember, to get a learning curve, you usually need to reduce the crew size or the schedule time.....if the crew size and schedule time stays the same, you won't see any reduction in hours, just easier work)
But, you don't need 93 identical lines to achieve a learning curve ---- just some repeat work.
So, why don't we plan all work so the same people repeat tasks as much as possible. It appears that work is sometimes planned without recognizing the power of Learning Curves. Sometimes the same work gets assigned to two different crews. Sometimes crews get reassigned to different work. It should be a priority that every time there is the same work, then the same crew should do it.
Sunday, April 5, 2009
Plan the work and work the plan --- Basic
A lot of construction is done without a good plan. Foremen and superintendents "supervise" but many don't plan the work effectively.
Who is looking at what needs to be done? How will it be done? Are there better ways to do it? Are the materials on-site? Is the engineering complete? Do we have the right tools and equipment? What about safety for this work? Crew size and composition? , etc. etc.
Planning is essential --- without a plan, we have chaos resulting in downtime, wasted effort and rework.
Writing down a work plan is optional.....all that really counts is that the people managing and doing the work know what they are supposed to be doing and that they have the materials, tools, equipment and engineering they need
Who is looking at what needs to be done? How will it be done? Are there better ways to do it? Are the materials on-site? Is the engineering complete? Do we have the right tools and equipment? What about safety for this work? Crew size and composition? , etc. etc.
Planning is essential --- without a plan, we have chaos resulting in downtime, wasted effort and rework.
Writing down a work plan is optional.....all that really counts is that the people managing and doing the work know what they are supposed to be doing and that they have the materials, tools, equipment and engineering they need
Respect your workers --- Basic
According to many people in the construction industry, the workers are the cause of low productivity. They blame them for poor attitude, weak skills, bad work habits, etc.
As long as we blame the workers, we don't work on the real cause of low productivity, poor planning and execution that result in downtime, wasted effort and rework.
To improve productivity, we need to get past blaming the workers. Productivity is more dependent on our processes than on the workers.
Other industries have learned this years ago. It's the process that counts and, luckily, it's what you can control. How you plan and execute the work is essential. Given the right conditions, most workers will work effectively. If they don't, then fire them, but don't just keep blaming them!
Take control of your process!
As long as we blame the workers, we don't work on the real cause of low productivity, poor planning and execution that result in downtime, wasted effort and rework.
To improve productivity, we need to get past blaming the workers. Productivity is more dependent on our processes than on the workers.
Other industries have learned this years ago. It's the process that counts and, luckily, it's what you can control. How you plan and execute the work is essential. Given the right conditions, most workers will work effectively. If they don't, then fire them, but don't just keep blaming them!
Take control of your process!
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