Masonry Magazine June 2000 Page. 14
Measure and Record Their Results
To force this measurement, supervisors are required to submit to the main office, one write up of measurement every two weeks. Depending on what they measure, they might take measurements daily as a basis for this biweekly write-up, or they may only take them once during a two week period.
The premise of the measurement component of MORE is that measurement is fundamental to improvement. The measurement component will draw one's attention to inefficiencies and improvement potential.
Opportunity for Improvement
The second component of MORE is the focus on challenging the work process for opportunity to improve. Biweekly or monthly, the supervisor is required to write up one example of an alternative way of doing a work task that is in process or will be in process at his or her job site.
Almost always, there is more than one way to accomplish a work task. Different crew sizes, the use of varying types of equipment, the use of alternative work methods, the substitution of different materials, and even the alternative times when a work task can be performed enable the construction supervisor to choose between several ways of accomplishing a work task. Each of the alternative ways of doing the work function will result in a different time and cost. In addition, depending on how a work task is performed, following work tasks may be affected positively or negatively.
The process of challenging a work process looking for opportunity to improve is a three-step process:
1. Familiarize oneself with the existing methods.
2. Conceptualize an alternative method. Sketch the proposed method on a pad of paper to better describe the proposed method.
3. Make total cost, unit cost, and duration calculations to compare the alternative methods.
The requirement to make the above type of analysis on an on-going basis (for example, biweekly) will force the supervisor to become conscious of looking for better ways to do things. His or her ability to determine a better work method is not guaranteed. However, the mere fact that the supervisor will take the time to consider alternatives will likely result in finding opportunity for improvement.
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Risk Emphasis
The construction process is subject to considerable uncertainty and risk. The productivity, cost, and duration of a work process is dependent on the unpredictable weather, variation in worker skills and attitudes, unexpected equipment breakdowns, and changes in the scope of work. In the MORE approach, the supervisor is to focus not only on the cost of production, when managing construction. He must also pay attention to productivity risk and production itself. Past project data is accumulated that tracks productivity variation as well as average productivity.
Evaluate Cost
The observer of the construction process may view the process as one of using different types of trained workers to place materials to include block and brick. The author would propose that everything that is being done in the construction process actually can be viewed as handling and placing money. Labor, materials, and equipment can be viewed in terms of dollars. In fact, one might propose that the supervisor is not managing concrete or steel placement, he or she is really managing money.
The supervisor's need to know the cost of things and resources such as labor is critical to his or her ability to properly manage. Consider two construction work tasks that may be scheduled for the same work day; one that has a unit cost of $5 per unit placed and one that has a unit cost of $50 per unit placed. Risk aside, if the supervisor can only be in one of two places, he or she had better be at the more expensive cost operation.
The above example of the supervisor being at the more expensive of the two operations appears obvious. However, some times it is not so obvious. The supervisor must know the cost of things if he or she is going to allocate management time.
Implementing Consistent Practices and Procedures
Quality means consistency. Inconsistent practices such as preparing schedules on some projects, but not others; and allowing some supervisors to fill out time cards or daily reports inaccurately while requiring timely and accurate reports from others are just a few of the many inconsistent practices one finds within the same firm. Inconsistent practices lead to increased risk, variation in results, and worker confusion. If a practice such as revising a project schedule is appropriate for one
14 MASONRY-MAY/JUNE, 2000