labour inefficiency reasons

7/25/2019 Labour Inefficiency Reasons

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MORALE AND ATTITUDE:Multiple contract changes and rework, disruption of labor rhythm and

scheduling, poor site conditions, etc.

STACKING OF TRADES:Operations take place within physically limited space with other

contractors. Results in congestion of personnel, inability to locate tools conveniently, increased loss

of tools, additional safety hazards and increased visitors. Optimum crew size cannot be utilized.

REASSIGNMENT OF MANPOWER:Loss occurs with move-on, move-off men because of

unepected changes, ecessive changes, or demand made to epedite or reschedule completion of

certain work phases. !reparation not possible for orderly change

CREW SIZE INEFFICIENCY:"dditional men to eisting crews #breaks up# original team effort, affect

labor rhythm. "pplies to basic contract hours also

DILUTION OF SUPERVISION:"pplies to both basic contract and proposed change. $upervisionmust be diverted to %a& analyze and plan change, %b& stop and re-plan affected work, %c& take off,

order and epedite material and e'uipment, %d& incorporate change into schedule, %e& instruct

foreman and (ourneyman, %f& supervise work in progress, and %g& revise punch lists, testing and start-

up re'uirements

LEARNING CURVE) !eriod of orientation in order to become familiar with changed condition. *f new

men are added to pro(ect, effects more severe as they learn tool locations, work procedures, etc.

+urnover of crew

ERRORS AND OMISSIONS) *ncreases in errors and omissions because changes usually performed

on crash basis, out of se'uence or cause dilution of supervision or any other negative factors

JOINT OCCUPANCY:hange causes work to be performed while facility occupies by other trades

and not anticipated under original bid

LOGISTICS:Owner furnished materials and problems of dealing with his storehouse people, no

control over material flow to work areas. "lso contract changes causing problems of procurement

and delivery of materials and re-handling of substituted materials at site.


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fve most important actors that impact negatively on labour productivity as

material shortages,

lack o experience o labour,

lack o labour surveillance,

and alteration o drawings

specifcation during execution.

Causes o Time Overrun on Construction Sites

The study had identifed ! actors rom literature which were chie among the

causes o time

overrun on construction sites. The study respondents were re"uired to rank these

! actors

according to their in#uence on time overrun on construction sites. The ranking was

thereore

based on the perception o the respondents which are grouped into two$ consultants

and

contractors. The result is presented in Table %.

&s indicated in Table %,

inade"uate und or pro'ects, i

inade"uate planning o pro'ects beore their commencement,

inade"uate tools and e"uipment,

delay in delivery o materials, and

design changes during pro'ect execution were ranked overall as the top ! actors

causing

time overrun on construction sites.

(nade"uate planning o pro'ect beore commencement

(nade"uate tools and e"uipment

)elay in delivery o materials

)esign changes during pro'ect execution


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Subcontractor incompetency

)elay in response to decision taking

(ncompleteness o technical documentation

*abour dispute in orm o strike or lock+out .- /

0nexpected subsoil1ground condition ./ th

Community issues ./ th

0nclear or inade"uate instructions to operators

Temporary work stoppages due to adverse weather

)elay in inspection and testing o completed work

2olitical instability or change in government policies

&ccidents

Obtaining building permit and approvals

This fnding also agrees with similar studies in other developing countries.

3or example

4ankings o causes o low productivity in construction site by organisation

2roductivity 3actor

Consultants Contractor Overall

5ean 4ank 5ean 4ank 5ean 4ank

0se o 6rong Construction 5ethod

(nade"uate Construction 5aterials

(naccurate )rawings1Specifcation

(nade"uate Tools and 7"uipment

2oor Supervision o Operatives

*ack o Skills rom the 6orkers

Tools17"uipment 8reakdown

)elay )ue to 0nclear or (nade"uate (nstructions


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0nriendly 6orking &tmosphere or 6eather Condition

0nbalanced )istribution o 4esources ./9 :

Correctional 6ork to (mprove 2oor or 8ad 6ork

2olitical (nsecurity or Change in ;overnment 2olicies

(n'ury or &ccident (nvolving a 6orker 6ages

0nexpectedly, wages, in'ury or accidents involving workers and political insecurity

or change

in government policies, were unanimously ranked as act

Table


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keep their eyes on these key actors during pro'ect execution as these actors could

result in

reasonable time overrun on pro'ects.

&mong several actors that a>ect productivity in the construction sites, use o

wrong

construction method, inade"uate construction materials and inaccurate

drawings1specifcation

were the most signifcant. &vailability o construction materials in the re"uired

"uantity and

"uality will avert production delay, while accurate drawings1specifcation will

prevent

rework, and good construction method enhances the production process in anyconstruction

site.

The predictive model emanating rom the current study indicates that signifcant

relationship

exists between time overrun and labour productivity in construction sites in =igeria.

7"ually,

the nature o the relationship is inversely proportional i.e. the higher the time

overrun the

lower the labour productivity and conversely the lower the time overrun the higher

the labour

productivity. 5ore precisely the study concludes that a . units? reduction @or

increaseA in

time overrun causes . unit increase @or decreaseA in labour productivity.

8ased on the outcome o the study, the ollowing recommendations are made

towards

improved productivity in the construction industry and to reduce time overrun on

pro'ects in

=igeria.

aA There should be e>ective unding o pro'ect by pro'ect owners to avoid

unnecessary time


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overrun with its attendant e>ect on cost. To guarantee achievement o the

construction

programme, the pro'ect owner could engage the service o a pro'ect manager to

manage

the pro'ect rom the design stage through tendering to completion.

bA Contractors and subcontractors should provide ade"uate and unctional working

tools1e"uipment or their workers to enable timely completion o pro'ects. 7"ually,

in

every medium to large scale pro'ects, the pro'ect team composition should include a

dedicated sta> trained on materials management and store keeping to ensure

e>ective and

eBcient management o construction materials. The contractor or sub+contractor

could

establish a maintenance department that is managed by experienced technician on

construction sites to ensure prompt repair o any damaged tools1e"uipment.

cA The pro'ect manager should ensure that both nominated and domestic sub+

contractors on

any pro'ect have the re"uisite experience and work plan to meet the re"uirements

o the

main contractor. 2re+"ualifcation o these sub+contractors would ensure that the

ones

engaged have suBcient experience, profciency and capacity to deliver not only

"uality

work but on time. The pro'ect owner @or pro'ect managerA must ensure completion

o all

design documentation with any associated value engineering analysis and

buildability

reports beore tendering, so that design changes during pro'ect execution is

minimised. (=T74=&T(O=&* O04=&* O3 CO=ST40CT(O= S022*D CE&(=

5&=&;757=T Folume =umber %

&meh, O.., G Osegbo, 7.7. @%A. Study o relationship between time overrun and

productivity on construction sites.


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(nternational ournal o Construction Supply Chain 5anagement @A. /9+9-.

99

dA The pro'ect manager should ensure the submission o method statements by the

contractors in the course o bidding or any construction pro'ect. This to a large

extent

would determine the contractor?s understanding o the work and the application o

good

construction method and technology that will guarantee prompt realisation o

pro'ect

ob'ectives.

eA ;overnment should encourage skill ac"uisition especially among the teaming

unemployed

youth through development o technical colleges or training o workers in various

construction trades. ;ood skills within and among the workers would exert

reasonable

"uantum o positive in#uence on labour productivity more especially when backed

by

ade"uate supervision o operatives. Contractors and sub+contractors should as a

matter o

policy train and retrain skilled and semi+skilled workers to enhance their skills which

will

eventually improve on the labour productivity.

A Contractors and subcontractors should ensure ade"uate training and supervision

o the

operatives on construction sites as it would improve on the "uality o output as wellas

minimiHe the chances o doing wrong work or even application o wrong

construction

method by the workers. 7"ually, supervisors should be well grounded in any aspect

o


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work they are in charge as it would not only earn them respect but add value to

"uality o

the completed work.

473747=C7S

&bd 7l+4aHek, 5.7., 8assioni, E.&., G 5obarak, &.5. @%!A. Causes o delays in

building const

labour inefficiency reasons

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