Masonry Magazine June 2000 Page. 13
3. Project Scheduling
A project schedule is a must for any construction project. This type of schedule provides a road map for the construction of the entire project. Because things go wrong and things change, it is also important to update the project schedule on a timely basis.
4. Material Management
Studies performed by the author indicate that it is not unusual for the construction worker to handle material two, three, or more times at a job site before placing it in its final location at a project. Multiple material handlings at the job site cause wasted time and wasted labor effort. In addition to negatively affecting productivity, multiple material handling increases safety problems and material wastage. The goal should be to handle material the least number of times as possible. A program for effective handling of materials at the job site should include the following steps:
* Prepare an effective job site layout
* Order material on a just in time basis when effective.
* Place material near location of placement.
* Fabricate material off site if possible.
* Document all material obstructions.
* Hold individuals responsible for material theft and wastage.
* Make workers knowledgeable of the cost of materials.
* Investigate incidences of multiple material handling.
5. Implementing an Emphasis on Cost and Risk
The author would suggest that the construction firm and construction supervisor expend considerable time policing the construction process; making sure that everyone is working hard. However, working hard may not be working smart. In an attempt to change the construction supervisor from being only a reactive manager to a proactive manager, the author proposes the implementation of a management approach he refers to as "MORE". More stands for the following:
Measurement of productivity
Opportunity for improvement
Risk emphasis
Evaluate cost
Measurement
How many labor hours were expended on the construction project for punch list work? How many hours was a laborer in a non-productive work state versus that of a mason on the same project? How many instances were there of double handling of materials on a specific project? These are questions that the constructor can not normally answer. The reason he or she cannot answer the above questions is that the construction supervisor does not pay attention to measuring things. Instead he or she watches and gets used to inefficiencies. Inefficiencies become standards.
In the MORE approach, the construction supervisor is asked to measure things that he or she has taken for granted. The supervisor is to measure something, be it the distance material is moved, be it the amount of times foremen are waiting on material, be it the number of times work is done twice (redo work), be it the number of incidences of theft, or anything that affects productivity. The measurement can be done by timing things with a wristwatch or by merely taking random visual samples of the work states of labor or equipment.
The key is to force the supervisor to become proactive by forcing the measurement process. This attention to measurement will not require added personnel or added time for the supervisor. As part of the normal supervising duties, they are merely required to measure something. This should not take added time. Instead of merely watching, they are to
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MASONRY-MAY/JUNE, 2000 13