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PRODUCTIVITY IMPROVEMENT

HUMAN RESOURCE MANAGEMENT

It is one of the fundamental functions of project management.

There is a lack of understanding amongst management team that:

Job satisfactionJob securitysalary and worker motivation are as important.

HUMAN RESOURCE MANAGEMENT

The most productive companies are those companies that manage their human resources better than companies who are less productive.

All of the individuals involved in a project must work together to reduce non-productive time or wastage.

HUMAN RESOURCE MANAGEMENT

The construction site workforce will have a better predisposition to work harder and be more productive, if they feel secure in the work that they are engaged in.

HUMAN RESOURCE MANAGEMENT

A report by Sir Michael Latham(1994) indicated:Some performance issues are being addressed through new procurement routes.

Also, new technology. Knowledge Based Engineering (KBE).

TOTAL QUALITY MANAGEMENT

Total Quality Management (TQM) was implemented in 1950- manufacturing and electrical industries.

Its use in the construction industry in recent years has enabled management to use TQM philosophy in many areas of work.

TOTAL QUALITY MANAGEMENT

TQM has been applied to process improvement

customer and supplier involvement

team worktraining to achieve customer satisfaction.

THE IMPORTANCE & ADVANTAGES OF IMPLEMENTING TQM

Achieving high quality products through the systematic consideration of the client’s requirements.

Overall reduction of construction time and cost through.

By minimising the potential causes of errors and taking corrective action.

TOTAL QUALITY MANAGEMENT

Increased efficiency and effectiveness of everyone involved in the project.

With the main focus on customer satisfaction.

THE IMPORTANCE & ADVANTAGES OF IMPLEMENTING TQM

Improvement in enhancing information at all levels.

This should be through team building and pro-active management strategies.

TQM mobilises all resources by developing a culture of continuous improvement.

TOTAL QUALITY MANAGEMENT

It is a system, which enables construction companies to fully identify the extent of their operational activities.

To focus these activities on satisfying their customer.

MATERIAL MANAGEMENT

Traditionally, material management problems were dealt with the aid of measurement techniques.

The use of stopwatches and video photography are no longer considered to be adequate ways of measuring material management problems.

TOTAL QUALITY MANAGEMENT

The quantitative approach used by Thomas and his fellow researchers was not based on a work measurement concept.

MATERIAL MANAGEMENT

They dealt with major disruptions on site.

which are factual events and can be easily identified.

The material handling could be improved by simple measures such as organizing the delivering and storage of materials in a sequential manner.

4-

LABOUR PRODUCTIVITY

Is determined by a complexity of factors.

One of these factors is the type and size of the project.

It includes the layout and complexity of the project.

LABOUR PRODUCTIVITY

A large construction site requiring a large number of workers.

It will be harder to manage than a smaller size.

The difficulties in managing manpower on a large scale may result in productivity loss.

LABOUR PRODUCTIVITY

High cost in construction work is as a result of excessive labour costs.

Construction methods-off-site pre-fabrication units will reduce the number of labour hours required.

LABOUR PRODUCTIVITY

Other factors such as:the level of skill amongst the workers;

work practices; can also influence the labourproductivity as well as the length

of the workday.

LABOUR PRODUCTIVITY

Other investigations show that labour disruption accounts for more than 50% of the variability in daily crew productivity.

There are four factors that affect labour productivity;

the duration of worker’s effort

LABOUR PRODUCTIVITYthe intensity of worker’s effortthe effectiveness of worker’s effort combined with the technology used

the efficiency of worker’s effort Which can be described as a measureof how much the worker is utilising his

ability.

LABOUR PRODUCTIVITYThe personal attribution of workers

factors that directly affectproductivity can be described as: worker’s skillsexperiencetraining and qualifications

LABOUR PRODUCTIVITY

worker’s physical and mental ability

the intensity of the application of both skills and innate ability to the production process.

HIGH PRODUCTIVITY

High productivity on construction sitecan be achieved if:scheduled overtime is avoidedthe labour force is directly employedthey are a mainly skilled work forcemaximum 40 hour per week is the norm rather than the exception.

IMPACT OF CHANGES ON LABOUR PRODUCTIVITY

Any changes made to the original scope of work are costly and will have an effect on labour productivity.

Some changes are inevitable, the impact on site productivity is nonetheless significant.

IMPACT OF CHANGES ON LABOUR PRODUCTIVITY

The impact of changes to the original scope of work on the labour force.

relationship between change and various types of disruption.

IMPACT OF CHANGES ON LABOUR PRODUCTIVITY

The increase in the percentage of work hours spent on changes will result in a 10-20% loss in productivity.

Changes in themselves do not decrease productivity or efficiency.

It is the manpower involved in the process.

IMPACT OF CHANGES ON LABOUR PRODUCTIVITY

Once changes occur, routine work will change

processes will slow downthe total work hours will be several times greater

Disputes are common between the client and contractors when these changes occur.

ProjectmanagementSuccess/HighProductivity

Job security

Job Security

TQMphilosophy

Materialmanagement

Salary andworker

motivationLabour

productivity

KnowledgeBased

Engineering(KBE)

Jobsatisfaction

Elimination of Changes