BETTER JOB SITE PRODUCTIVITY [NCLBGC 2 Hours Elective C.E.] COURSE - - PDF document
7/20/2020 BETTER JOB SITE PRODUCTIVITY [NCLBGC 2 Hours Elective C.E.] COURSE DESCRIPTION The Purpose of this course is to provide help in Job Site Productivity. This course will survey processes pertaining to Employees, Supervisors and
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[NCLBGC 2 Hours Elective C.E.]
▪ The Purpose of this course is to provide help in Job Site Productivity. ▪ This course will survey processes pertaining to Employees, Supervisors and Subcontractors. ▪ It will show a prominent way to become an efficient and successful builder.
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industries throughout the 1990’s.
material costs have always steadily increased as well Negative pressure to make or increase profits for the construction industry.
Why hasn't the Construction Industry been able to increase productivity? The construction business is unique regarding productivity related issues as compared to other industries. ▪ No two jobs are the same ▪ Each job has a unique location ▪ The work crews and subcontractors change from job to job
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Labor productivity
▪ Typically the first item that comes to mind. ▪ A major and continual anxiety to construction managers and supervisors who are responsible for the control of costs.
Material handling
▪ Usually the next item that is of concern and many times overlooked. ▪ Material management includes the procurement of the items, inventory control, shop fabrication, and field servicing. Any of these processes can be analyzed to see if improvements can be made.
The construction industry has the following properties: ▪ Large Numbers of Contractors equals Strong Competition ▪ Profit Margins are Small ▪ Small Errors May Eliminate Profit
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Productivity in construction is often broadly defined as output per labor
Unit of Dollars of Output Labor = Person Hours of Input + Person Hours of Redo Work
Labor characteristics that affect job site productivity are:
▪ Age (what physical attributes are required?) ▪ Experience of workers / Pace at which they work ▪ Equipment ▪ Worker interaction ▪ Supervisor/Leadership’s ability to motive and influence the level of productivity
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▪ Waiting for materials, labor or equipment ▪ Workers waiting for instructions ▪ Unnecessary movement of & materials ▪ Inaccurate information ▪ Change Orders ▪ Punch lists ▪ Theft, vandalism and waste ▪ Accidents ▪ Substance Abuse ▪ Redo work ▪ Lack of job site supervision ▪ Late start and early quitting
Substance Abuse 2% Accidents 3% Theft / Waste 3% Punch List 3% Changes 5% Inaccurate Information 5% Unnecessary Movement 6% Instructions 7% Waiting 14% Redo Work 2% Productive Work 50% Substance Abuse Accidents Theft & Waste Punch List Change Orders Inaccurate Info Unnecessary Movement of Tools/Materials Waiting for Instruction
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▪ Work Harder ▪ Work Smarter ▪ Improving Management Practices
▪ Job size and complexity ▪ Job site accessibility ▪ Equipment utilization ▪ Local climate ▪ Local cultural characteristics
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What is a successful project?
▪ Completed within financial budget ▪ Meets or beats the project duration schedule ▪ Constructed properly to meet quality standards expected ▪ No accidents occurred — free of injuries
Some of the tasks that will need accomplishing:
▪ Planning production budgets—supervisor meets with estimator for assumptions and contract document information ▪ Scheduling the major work activities ▪ Reviewing project contract documents:
▪ Drawings, Specifications (quality), General Conditions, Supplementary Conditions (special work), Addendum, and Agreement Form
▪ Pre-ordering long lead time materials ▪ Organizing the paper work flow
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Approximately what percentage of time is the construction workforce productive? Choose one:
Approximately what percentage of time is the construction workforce productive? 50% - is the correct answer
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▪ Construction is a people business
The largest risk and the biggest problem is labor.
▪ Cost control will help to deliver a profit
The goal is to detect any deviations, and then follow up with a plan to correct this.
▪ Job cost system
With no way of measuring performance, how do you know if the estimated
costs are accurate?
▪ Need to control labor and overhead
Too much work performed too fast and/or too cheap has forced many
contractors into bankruptcy.
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Tracking by Labor Hours:
Tracking by Labor Dollars:
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Tracking by Labor Unit Costs :
Reasons for Deviations in Job Cost Control
▪ Productivity Issues ▪ Estimating ▪ Change Orders ▪ Changed Conditions ▪ Poor Record Keeping
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Record Keeping Best Practices
▪ Form completion / accountability ▪ Mandatory daily record keeping and transmittal ▪ Simple forms Check boxes as opposed to narratives ▪ Easy to understand A reference legend and clear instructions
Other Benefits of Job Cost Tracking
Form a goal to get something done before it will start costing the
company money.
They can take pride in reaching the goal. Measurement proves to management that the workers are doing a
good job.
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▪ Relay to workers that this is necessary in producing better and more accurate estimates ▪ Job costing needs to be thought of as a motivator ▪ Every estimate should have input from the production people before it goes out ▪ Take time in implementing a job cost control system ▪ Do not pressure field people ▪ Keep the reporting system simple or easy ▪ Constantly reinforce the importance to the field people
Contractors largest risk and biggest problem is the management of people (labor) —True or False?
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Contractors largest risk and biggest problem is the management of people (labor) —True or False?
True – is the correct answer
▪ Employee Turnover ▪ Individual Initiative & Ambition ▪ Personal Attitude
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Compensation Plans, Role Definitions, Style of Management, and Company Activities
▪ Physiological Needs ▪ Safety Needs ▪ Social Needs ▪ Esteem Needs ▪ Self-Actualization
Every individual is unique in what motivates them.
Journeyman Construction Worker Needs:
▪ Pride in Work ▪ System for measuring performance ▪ System for effective communication ▪ Monetary Benefits
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Constantly Ask:
Constantly Measure:
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Be the Second Line of Defense: Identify the existing method of work Plan an alternative method Perform a cost benefit analysis; total-cost, unit-cost, and productivity calculations between the existing and alternative methods.
A supervisor should have the following abilities:
1) Knows the construction process of the trade(s) being supervised 2) Monitors the workers’ productivity, cost and risk 3) Monitors equipment productivity, cost and usage 4) Critiques & praises the work products and workers 5) Maintains a fair & respectful attitude towards workers & subs 6) Has the ability to track and record work progress data 7) Is open to listening to other ideas & opinions 8) Can make a plan & prioritize tasks 9) Emphasizes both a high quality work product and safe working conditions 10) Is a team player and able to motivate others without being arrogant
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Everything on a construction project involves spending — labor, materials, equipment and overhead. Supervisors think their responsibilities are supervising: framing, hanging drywall, or any other construction activity.
In reality they are supervising the spending of money.
A method to calculate needed production per day or other time period:
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Finally, the number of crews required can be calculated:
▪ Any record keeping on the jobsite should be as easy as possible, with check boxes and pre-printed work codes on the sheets to record labor hours. ▪ Any individual that is required to fill out forms should have an explanation as to how the data is used and shown an example
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Remember…
Money is typically only a maintenance factor and not a motivational factor for workers.
A construction worker needs are which of the following:
I Saturday & Sundays off of work Il System for measuring performance III System for effective communication IV Paid holidays
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A construction worker needs are which of the following:
I Saturday & Sundays off of work Il System for measuring performance Ill System for effective communication IV Paid holidays
Il & Ill – is the correct answer
Typically, a construction worker's main motivation is how much money they are paid per hour — True or False?
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Typically, a Construction worker's main motivation is how much money they are paid per hour—True or False? False – is the correct answer
A formal schedule should include:
▪ Projects that are divided into a series of individual work tasks ▪ Tasks should be defined by duration and crew size ▪ All tasks should be linked together in a logical sequence ▪ Provide for inevitable delays and identify available float time ▪ Determine the major tasks productivity ratios
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The following is a formula to calculate optimum time durations: The following example would be to prepare and repair walls/ceilings in 35 hotel rooms or 31,640 sq. feet. How many days will this activity require?
▪ Contingency Factors Need to plan for the unexpected ▪ Subcontractor Input Coordinate schedules between the various trades throughout the progress of the project ▪ Contractual Agreement For periodic written updates ▪ Accountability Increased attention to detail and performance ▪ Product Selection Schedule To mitigate selection delays
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Making it a requirement that a project planning schedule be submitted with the bid from your subcontractors is not a good idea as this will make them unhappy and they will not want to work for you—True or False?
Making it a requirement that a project planning schedule be submitted with the bid from your subcontractors is not a good idea as this will make them unhappy and they will not want to work for you— True or False? False – is the correct answer
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Choose or focus on one problem — the one causing the most nonproductive time AND that can be corrected quickly and easily measured.
IMPORTANT : The defect time card is to be used for improvement and
not to blame employees. ▪ Analyze the defect — what is the cause of the problem? ▪ Develop a plan correction — what are the means for improvement?
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A defect time card or schedule is an excellent way to:
▪ I - track defects ▪ Il - who is to blame for the problem Choose the best answer from the following:
A defect time card or schedule is an excellent way to:
▪ I - track defects ▪ Il - who is to blame for the problem I – is the correct answer
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productivity calculations, etc. by contract
a) Detailed and resource loaded schedules as opposed to ambiguous ones. Rough plumbing — lst floor— 3 days with 2 men, as opposed to "Rough Plumbing 14 days.
b) Specify the minimum number of work and/or length (days) of any activity used for schedules. c) Detailed list of daily work activities with quantity of labor, crew size, etc.
Example of a subcontractor daily planning form:
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A subcontractor that knows he is being closely monitored and held accountable will increase their level of attention to performance — True or False?
A subcontractor that knows he is being closely monitored and held accountable will increase their level of attention to performance — True
True – is the correct answer
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Performance management procedures should be required by contract from all subcontractors. These schedules and productivity calculations should include the following: I) Detailed and resource loaded schedules Il) Specify the minimum number of work activities and/or length (days)
Ill) Detailed list of daily work activities with quantity of labor, crew size, etc.
Performance management procedures should be required by contract from all subcontractors. These schedules and productivity calculations should include the following: I) Detailed and resource loaded schedules Il) Specify the minimum number of work activities and/or length (days)
Ill) Detailed list of daily work activities with quantity of labor, crew size, etc. l, Il and Ill – is the correct answer
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Maintain a bulletin board with the following:
electrician, etc.)
employee or subcontractor went the extra mile
burdens, taxes, insurance.
participants
▪ Thank You Notes ▪ Thank You Ads ▪ Annual Subcontractor Luncheon
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▪ Keeping anger and hostility to a minimum keeps everyone focused on getting the job done. ▪ Require each successive subcontractor to sign off before they begin the next phase. ▪ Line tubs and shower floors with or pad remnants to add chips and stains from
inevitable hammer drops, ladder marks, etc. ▪ Interior floor surfaces can be protected by giving the workers hospital booties to wear over their shoes/boots while inside. ▪ Brick pavers can be protected from asphalt installation debris by coating pavers with graffiti protection material.
▪ Deal with any problem as quickly as possible — don't delay! ▪ The Subcontractor should not meet with the owner alone to resolve problems ▪ Use positive dialogue — complement as much or more than you criticize ▪ Listen as well as talk — encourage subs to submit their ideas to solve problems (A Mouse Trap) ▪ Try to structure a win-win situation ▪ Use signage for success, recognition, and achievement ▪ Explain why instructions are being given and the benefits to all if achieved
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Other job site signage for communication could be:
▪ Clean Up After Yourself ▪ You Represent Your Work ▪ Think Before You Do ▪ Remove Shoes (job sites with newly finished interior floors) or ▪ Wear Protective Booties
▪ High Production Supervisors vs. Finish men / crews ▪ Always have a finish crew in place
▪ Have two or three main crews that start and almost complete a job. ▪ Have a smaller crew comes in and finishes (punches) the work.
▪ Punch items ID’ed on post-it-notes or colored painters tape. ▪ Break up long punch list line items into smaller groups of tasks that are only applicable to that trade
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▪ What are the consequences of not taking the time to hire right the first time? Anywhere from $1,000 to $10,000. ▪ HR Trick of the Trade Make the interviewee/applicant write things
Interviewing — divide it into two parts:
1) Technical Credentials 2) Company Fit
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▪ Review each job description as to the value and profitability to your company. You cannot afford to overpay someone even if that person has been with you for 20 years. ▪ If the wage is at the top of the pay scale — how do you recognize and give an extra reward?
Overtime —US Department of Labor exempts only four types of jobs from qualifying: executive, administrative, professional, and outside sales.
requires discretion and judgment, is intellectual, and results are not standardized.
All other positions require overtime pay!
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▪ Issue GPS-tracking if you suspect any dishonesty
Travel Time Cost = ($ per Mile) x (# of Employees) x (Extra Miles) x (# of Days) Travel Time Cost = ($1.00) x (4 Employees) x (40 miles round trip) x (28) Travel Time Cost = $4,480
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▪ New employees are expected to learn by trial and error
▪ Most companies lack a formal training program
▪ Most managers claim to want self-managed employees
▪ Training is the only way to achieve this goal without the lengthy learning process by trial and error
▪ Most feedback to employees is negative due to the employee making a mistake ▪ Confusing instructions and inconsistency
▪ This further the needs for formal onboarding (check out what some of your local trades unions may be doing)
▪ People learn in different ways: by listening, by seeing, by touching or handling, or having to move around and do things. ▪ Any training materials should mostly consist of checklists, bulleted itemizations, flowcharts, stick or cartoon drawings. ▪ Keep the textbook material to a minimum. ▪ The easier information is to understand, the easier it is to learn.
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When the project is completed it should be analyzed for strengths and weaknesses. This should include:
details?
▪ Contractors are challenged by strong competition, small profits and the chance that small errors will reduce any profit. ▪ By improving productivity on the jobsite by only a few percentage points you will gain a competitive edge.
▪ This small increase in productivity should be achievable due to the fact that 40% to 60% of a workday is unproductive.
▪ You can work harder, smarter and improve management to increase productivity. ▪ You cannot eliminate or improve a defect unless you know the extent
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1.) Choose or focus on one problem — the one causing the most nonproductive time AND that can be corrected quickly and easily measured. 2.) Analyze the defect—what is the cause of the problem? 3.) Develop a plan for correction — what are the means for improvement? Require performance management procedures—schedules, productivity calculations, etc. by contract Important for the subcontractors to be aware that the crew’s efforts will be monitored frequently (daily) and held accountable. This fact will raise their level of attention to better productivity performance.
Thank You!