PROCESS BASED PRODUCTIVITY LOSS PREVENTION PLANNING AND IMPLEMENTATION TECHNIQUES Professor Janaka Ruwanpura Canada Research Chair in PM Systems Director,

PROCESS BASED PRODUCTIVITY LOSS PREVENTION PLANNING AND

IMPLEMENTATION TECHNIQUES

Professor Janaka RuwanpuraCanada Research Chair in PM Systems

Director, Centre for Project Management ExcellenceUniversity of Calgary

2010-2020 Forecasted Construction Industry Trends

Forecast construction investment expenditures in Canada 2010-2018

ALBERTA CANADA GLOBAL

Global construction industry Grow by almost 70% from 7.2 trillion today to 12 trillion by 2020.

Sources: Construction Sector Council (2010 - 2019), Statistics Canada, Bank of Canada, CMHC, HRSDC.)

Source: Views mixed on 2011 and beyond, Jim Barnes, 2010,

Productivity Performance

Enormous expected growth and the weaker current performance in the construction industry calls for immediate actions to

confront the poor productivity performances.

CANADAU.S

Productivity• Productivity is affected by many issues

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Technical Issues Management Issues

Market ConditionsExternal Issues/factors

Human/Labour Issues

Canadian Government

Natural Sciences and Engineering Research Council

A Unique Partnership

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University of Calgary

Construction Industry (Contractors, Claims Consultant, Associations)

Canada Research Chair

Hardware Support

Engineering

Municipality

Software Support

Innovative Information Booth (Concept)

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Information Booth: Direct Benefits

• Increased Tool Time by 10%• Increased productivity by

17%• Enhanced worker

satisfaction over 70%• Improved foremen’s ability

to set better targets with the workforce and to proactively plan the work

• Improved two-way communication between foremen and the workers

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Real Product – i-Booth

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Current Version of i-Booth

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1 --- x 8 = 32

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1 --- x 9 = 42

1 --- x 9 = 42

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1 --- x 9 = 42

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CONSTRUCTION PRODUCTIVITY

IMPROVEMENT OFFICER

CPIO

……

Preliminary Research Findings

Tool time analysis

Work process studies

Document analysis

Previous research findings

Other related literature

Methods No dedicated person for productivity related tasks

No detailed productivity plan available

Productivity plan if available, prepared at the head office

Productivity improvement activities not integrated

Productivity control is situational and isolated

No proper mechanism to monitor ongoing productivity

Lack of crew awareness of productivity concepts and targets

No proper productivity documentation and reporting method

No dedicated person for productivity related tasks

No mechanism to use productivity improvement lessons in future projects

Tool time Analysis Trends2005 2008 2010

63%8%

6%

7%

11%3% 2%

Tool Time Analysis for Formwork

Working WalkingMaterial Handling/Searching IdleTools/Equipment SocializingInstruction DemonstrationsExtra Break House keeping

Non productive time is still a significant portion of worker’s time

Overall Details of Work Time Distribution

Equipment, 1.59%

Measure, 3.83%

Safety, 3.60%

Instruction, 2.50%

Precedent, 2.29%

Discussion, 4.12%

Inspection, 1.16%

Drink/Washroom, 1.02%

Idle, 10.24%

Extrabreak, 1.84%

Socialize, 2.77%

Tool Time, 53.42%

House Keeping, 2.48%

Materials, 7.04%Tools, 2.11%Materials, 8.82%

Tools, 1.91%

Equipment, 1.95%

Measure, 3.27%

Safety, 4.47%

Instruction, 1.61%

Precedent, 2.78%

House Keeping, 3.18%

Discussion, 3.61%

Inspection, 2.65%

Drink/Washroom, 1.28%

Idle, 8.97%

Extrabreak, 1.17%

Socialize, 2.53%

Tool Time, 51.83%

Loss Productivity Impacts

Reduced Profits

Exhaustive work force

Schedule Overruns

Conflict with clients and trades

Loss of credibility

Loss of trade relationships

Less competitiveness

Productivity Improvement Measures

PRODUCTIVITY IMPROVEMENT

Streamline Processes

Technology

Loss prevention

Tools and Machinery

Advanced Planning

& controlling

Capacity building

New material

Research Direction

Possible productive time losses on activity performances are analyzed, planned and

prevented

Productivity improvement process is developed as a key PM process and the activities, tools

and techniques are developed to facilitate the proposed processes implementation

Productivity improvement and loss prevention plans will be objectively implemented with the

proposed new role of CPIO

Loss prevention

Process streamline

Objective implementation

Productivity Loss Prevention Approach

•Executed by top management• High level planning• Budgetary allocations• Productivity strategy development • Project specific productivity targets• Overall coordination arrangement

Strategic

•Pre productivity planning•Overall productivity plan•Productivity targets•Communication arrangement•Activity simulation•Done by CPIO and site management

Management

•Continuous monitoring•Collaborative decision making•Tool time and process studies•Documentation & reporting•Team reviewing

Operational

Important Characteristics• Three tier approach, strategic, Management and

operational level productivity loss control & improvement

• Provides standard framework and courses of action• Potential losses are assessed on tasks and actions and

are preventive measures are planned & implemented• Quantitative impact of each productivity factor on an

activity is done to decide feasibility of preventive measures

• Productivity loss control process continues through project lifecycle and applies to overall project management processes

• Possible indications of loss of productivity• Applied for manageable task quantities• Can be applied for both man-hour and non

man-hour activities• Possible triggering events/factors of

productivity losses

Productivity Losses Indicators(PLI)

Productivity Losses Indicators(PLI)

Excess timeTime spend on completion an activity beyond planned time,

caused by lack of skills, expertise

Under utilized time

Idle time-process driven

Pure idle time

Skilled worker involved in unskilled works,

Worker idling time or socializing caused due poor supervision, worker attitude

Workers just idle in the work place or socializing

Waiting time

Non value added time

Unplanned or accidental time

Unaccounted Time

Workers time loss in waiting for material, instructions, tools or machinery

Workers spend time on indirect work, house keeping, cleaning,

Time loss in early day offs, late turn up after break and early leave before breaks

Worker time spend on unplanned or accidental works due to poor planning or coordination

Productivity Losses Indicators(PLI)

Integrated Productivity Plan Components• Targets & objectives• Roles and responsibilities• Critical processes• Key performance indicators (KPI)• Productivity aspects on other PM functions

( safety, quality, procurement, storage, facility location)• Communication strategy• Schedule of activities• Productivity improvement teams• Documentation & reporting• Critical activity assessment• Tools and techniques

Benefits of Productivity Plan

• Productivity plan provides direction of productivity control

• Layout of the actions• Baseline for the productivity control process• Tangible productivity targets to follow• Recognition and weight for the productivity

control task

Productivity Critical Process Assessment

• Not every work at site equally impact the project performance

• Impact of the site specific attributes on the subsequent productivity performances

• Help identifying critical processes in advance• Provide an idea of relative importance of

different work processes.

Process Based Activity Simulation

• Productivity of an activity is determined empirically, gut feeling, etc.

• An activity comprises of many tasks, actions and consume different resources

• Productivity of these individual tasks and associated resources impacts an activity productivity differently

Activity Based productivity Planning and Monitoring

Assess

•Productivity Improvability Assessment

•Activity selection

Analyze

•Tasks –sequence, planned and realistic resource hours

•Actions- resources requirements, possible prod. Losses

•Tasks and action impacts on activity

Plan

•Plan impact reduction actions discussing with productivity teams

•Plan for short terms(1-2 weeks)

Review

•Productivity Improvement team formation

•Schedule productivity meetings

Implement

•Implement the planned actions

•Delegate the responsibilities to the relevant staff

A dedicated person appointed for a single or multiple construction sites who undertakes

all the activity and project productivity related task planning, communicating and implementing processes as directed by the

Project Manager

CPIO definition

Need for CPIO• Unavailability of proper productivity control system• Current Project staff overwhelmed with the regular work• Loss of productivity accounts for a significant profit

decline• Productivity control has become increasingly important

in construction operations• Confusions in productivity loss claims• Complexity in projects cause productivity control

process more complex than a general site activity• Current industry conditions required specialized

expertise knowledge on productivity related issues

CPIO Tasks and Benefits CPIOCPIO

Material

Crew

Finance

Equipment

Information

Profit

Repetitive business

Reputation

Trade relations

Overall Productivity Plan, targets & tools

Assign responsibilities

Preparation for crucial activities

Assess & plan for potential losses

Monitor performance

Review and re-plan

Record, document and report

Project GoalsProject Output

CPIO new implementations

CPIO

Enhanced Coordination

Productivity communication

Accountability

Continuous Improvement

Collaborative decision making

Productivity culture

Dynamic planning

Dynamic Planning: Plans are reviewed frequently and changed to suit the conditionCulture: Productivity conscious planning inculcate new cultureEffective coordination: Decisions are taken in a coordinated mannerAccountability: CPIO and the crews are assigned with productivity tasksContinuous Improvement: Improvement teams and scheduled meetings continue to improve performanceCollaborative Decision: Productivity decisions are taken with the input of teams

CPIO Planned TasksPlanning

Co-ordination

Reporting

Documentation

Overall productivity plan, Project based productivity targets, Activity selection

Activity based productivity meetings, Overall productivity responsibility assignment, Feedback mechanism on sub trade performance

Monthly or weekly reporting to the head office, Necessary reporting to the client on request, Reports on Scheduled productivity meetings

Update database on detailed productivity issues, Failures in the proposed and tested tools, Success methods and tools

Monitoring

Measuring and Analyzing

Tool time studies, work process assessments scheduling and conducting, tool time & productivity rend analysis,

Productivity plan, activity performance monitoring

CPIO Planned Tasks Contd.

CPIO’s Tool Box

Planning Crew(Craft & Supervision)

Material Management

Information & Communication

Facility Planning

Productivity plan

Worker Readiness Grid(WRG)

10 weeks testing model

Material mgt.

model

I Booth & Virtual

supervision model

Site Layout

Planning Model

TASK

STO

OLS

Monitoring & control

LEED Requirements

Productivity

aspects of LEED

Project

I-Phone App for Logistics

Management

Productivity loss due to lack of expertise, lack of motivation,

mis-alignments

Identification of workers and supervisors capacity and direct

them for necessary capacity building

Overall and Activity based productivity plans

Loss of productivity due to no prior planning to prevent losses

PI Tasks and Tools for CPIO

PM Planning

Productivity plan

Crew (Craft &

Supervision

Worker’ Readiness Grid(WRG)

Dynamic planning model for site temporary facilities

Losses due to wrong locations of stores, sanitation, offices and work yard

Facility Layout planning

Work area optimization

tool

Productivity losses due to material unavailability, handling,

storage, procurement and delivery

Plan and integrate material procurement and vendor mgt

Material /tools

Management

Material mgt model

Loss of productivity due to no monitoring and controlling

Continuous activity monitoring model implemented in 10 week

cycles for productivity improvement

Overall and Activity based productivity plans

Loss of productivity due to information and communication issues, unavailability, inaccuracy, inadequacy

A decision support model to asses the potential productivity impact of each lead credit and to suggest the optimum conduct

Loss of productivity related to LEED certification requirements

10 weeks testing model

I Booth

Monitoring

Productivity aspects of

LEED

Information & Communication

LEED Certification

PI Tasks and Tools for CPIO

Concerns on CPIO implementation• Selection of a qualified person• Acceptance from the site staff• Constraints in Contracting strategy for the scope of

CPIO• Concerns in controlling over trades• Resistance from the staff for the new responsibilities• Defining clear span of control over the site staff• Higher management backing up• Getting commitment of other trades for additional

meetings and discussions

Daily Productivity

Automated Real Time System

The Web Portal

Automated Real Time System

Site Activity Review

Automated Real Time System

Conclusions• There is an enormous potential in the construction

industry for improvement• Impact of productivity has created the productivity

improvement process be attended objectively and seriously

• Project wide overall productivity control process over selective productivity control process is in need

• Productivity improvement approach should focus on both short term and long term techniques, and activity based and overall methods

• Productivity improvement process is well facilitated by the dedicated new person proposed as CPIO

Conclusions• Preliminary research studies highlighted most

of the productivity losses are controllable

Final Remarks• Our Motto is to develop “Academically Recognized and Practically

Feasible Best Practices and Tools”• The ultimate goal of the research project is to develop additional

tools to be included in the “Productivity ToolBox” to benefit the construction industry.

• A new, practical and easy-to-implement set of practices and tools that can be used by academics for new developments and by practitioners to improve their construction business.

• Enhanced national and international recognition of the “Centre for Project Management Excellence” of the University of Calgary as the leader of the “Innovative Construction Productivity Improvement” research

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4D CAD model of the University EEEL building project

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Actual image of the University EEEL building project

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Super-impose the actual image on the 4D CAD model (Concept for Demo)

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Check the Progress of the Project (Concept for Demo)

• RED colour – behind the schedule• GREEN colour – on the schedule

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Canada Research Chair in Project Management Systems

A Modeling Library and Tools for Building and

Industrial Projects

Technological Framework to

Improve Design and Construction

Operations

Integrated Risk Management and Simulation

Improving Sustainability of

Development Projects

Prof. Janaka Ruwanpura403-220-6892, 403-870-7503,

[email protected]

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