056 Labour Productivity

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FROM PRODUCTIVITY BRIEFCASES HELP DESK LABOUR PRODUCTIVITY

Transcript of 056 Labour Productivity

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FROM PRODUCTIVITY BRIEFCASES HELP DESK

LABOUR PRODUCTIVITY

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LABOUR PRODUCTIVITY

A large proportion of the high cost in construction work is as a result of excessive labour costs.

These costs can be reduced if productivity on site is increased by improving labour efficiency.

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LABOUR PRODUCTIVITY 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. A large construction site requiring a large

number of workers will be relatively harder to manage than a smaller size.

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LABOUR PRODUCTIVITY The difficulties in managing manpower on a

large scale may result in productivity loss (Thomas and Jansma, 1985).

There are four main factors that affect labour productivity;

1. The duration of worker’s effort.2. The intensity of worker’s effort.3. The effectiveness of worker’s effort combined

with the technology used.4. The efficiency of worker’s effort, which can be

described as a measure of how much the worker is utilising his ability.

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LABOUR PRODUCTIVITY Work on a complex project (e.g. such as the

construction of a major shopping centre) becomes more difficult as the project advances.

Off-site pre-fabrication units will reduce the number of labour hours required.

Other factors such as: the level of skill amongst the workers; the length of the workday; Innovative work practices can increase

productivity.

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LABOUR PRODUCTIVITY In view of Olomolaiye et al (1998): The personal attribution of workers contribute to

the factors that directly affect productivity. These attributes as: worker’s skills experience training qualifications Innate (inborn) physical and mental ability. The intensity of the application of both skills and

innate ability to the production process.

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LABOUR PRODUCTIVITYThomas et al (1992) investigated the level of labourproductivity for masonry activities from seven countries.Case study showed that: little difference in productivity amongst the seven

countries. The aim of investigation was to show that productivity in Australia Canada England Finland, Scotland Sweden and the United State-was similar.

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LABOUR PRODUCTIVITY The site with the highest level of

disruption will have the worse level of productivity.

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

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LABOUR PRODUCTIVITY An excessive number of staff can be disruptive. It also has the effect of reducing the level of

productivity. The results of a model based survey of contractors(planning engineers) in France, Germany and UKShowed that : the working schedule of UK and German

contractors may be excessive; can have an impact on construction productivity

level.

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LABOUR PRODUCTIVITY The survey also identified that in the UK the

labour force employed on site are: 26% directly employed 74% sub-contracted In France 93% of the labour force on site are

directly employed. In France 7% are sub-contractors. This trend goes back to year 2000 to 2003

and recently there has been some changes to above figures.

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LABOUR PRODUCTIVITY Employment practice has an impact on the

cohesiveness amongst the workforce.Some of the Important contributors towardsLabour productivity are: a culture of cohesiveness common goal strong sense of a team working towards a common goal

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LABOUR PRODUCTIVITY A culture of team working involving all

workers is to achieve a common goal. A common goal on construction site is to

achieve KPIs. Labour productivity can also be improved

if operatives on site avoid conflict. Conflict on site can hamper the progress

of work. Team working reduces conflict and will

greatly facilitate increased productivity.

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LABOUR PRODUCTIVITY The importance of a directly or indirectly

employed workforce. and the effect on the dynamics of

productivity is reiterated in several research work.

The growth in the construction sector is relatively stagnant.

The job security can be very bad during any recession for construction workforce.

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LABOUR PRODUCTIVITY This is based on a number of observations. One such observation is the limited use of

mass production. The reasons for high productivity amongst

major contractors are: Scheduled overtime is avoided The labour force is directly employed They are a mainly skilled work force

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LABOUR PRODUCTIVITY Maximum 40 hour per week is the norm

rather than the exception. There are also other factors such as: high salary job security which are also important reasons for highproductivity amongst major constructionfirms.

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LABOUR PRODUCTIVITYImpact of Changes on LabourProductivity Any changes made to the original

scope of work are costly. They will have an effect on labour

productivity. Although some changes are inevitable,

the impact on site productivity is nonetheless significant.

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LABOUR PRODUCTIVITY The impact of changes in quantitative

terms has been measured by researchers. Changes impacts on the labour force’s

efficiency. The relationship between change and

various types of disruption would result in productivity decline.

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LABOUR PRODUCTIVITY The increase in the percentage of work

hours spent on changes will lead to a 10-20% loss in productivity.

Changes are considered an indirect factor influencing productivity.

It has also been realised that changes in themselves do not decrease productivity or efficiency.

It is the manpower involved in the process.

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LABOUR PRODUCTIVITY If a change occurs in the final stage of a

construction project: the crew must stop working until the

changes are carried out first. Also the work method may require

changes as well as more co-ordination being required.

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LABOUR PRODUCTIVITY If changes occur: routine work will change, processes will slow down the total work hours will be several times

greater. On average, there is a 30% loss of

efficiency when changes are being performed, although it is possible to carry out many changes without a loss of efficiency.

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LABOUR PRODUCTIVITY The variables affecting efficiency are

believed to be the time of the change. Productivity can decline if there are: repeat works disruption the presence of change

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LABOUR PRODUCTIVITY The impact of change on the construction site

will often result in disputes. Changes should be kept to a minimum.Improving Productivity by Training Methods Training is considered to be an influential factor

in high productivity on construction sites. The growth in labour only sub-contracting in UK

construction sector. The level and quality of training within the

industry.

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LABOUR PRODUCTIVITY Productivity within the UK construction

industry compared with West Germany and France is partly the result of low levels of training labour force receive in UK amongst small firms.

Large UK firms have a good training policy.

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LABOUR PRODUCTIVITY Improving the knowledge and skill of

workers on construction sites. Motivated work force. Including the quality of management all

can improve the productivity. Site worker’s training is considered to be

an important factor in improving site productivity.

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LABOUR PRODUCTIVITY Therefore, organisational performance (P)

can be considered to be dependent on: the aggregate sums of performance of

each worker (F) and each manager (M) and the external factor (e) and the organisational performance is

shown as; P = f (F, M, e).

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LABOUR PRODUCTIVITY The individual performance is dependent

on individual knowledge (K) skill (S) and the attitude to the work (a) of each

worker and manager P= f (K,S, a), M =f (K, S, a). Performance

of workers is linked to both quality (qualitative) and output (quantitative) rate.

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LABOUR PRODUCTIVITY Productivity and the quality of work can be

improved by: giving appropriate training to upgrade the: knowledge skills and attitude of workers and managers.

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LABOURPRODUCTIVITY

The intensity ofworker’s effort

combined withthe technology

used.

The effectivenessof worker’s effort

The efficiency ofworker’s effort

The duration ofworker’s effort.

The level of skillThe length of theworkday

Innovativework

practices

worker’s skills,experience,

training,qualifications,

Innate (inborn) physical andmental ability

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LabourProductivity

MinimizeRepeatWorks

changesmade to

the originalscope

Sitechanges(Impact)

varioustypes ofdisruptio

n

10-20% lossin

productivity.

LabourProductivity

Loss

Improving theknowledge andskill of workers

on sites,

Constructabilitydetailed review of:design drawings,

models,specifications,

construction processesetc

MinimizedDisruption

Constructability(to keep

changes tominimum)

MINIMIZE