Untitled Flashcards Set

Topic 1: Management Aspects of Productivity

1. How can the productivity of the following resources be measured? What factors can hurt their productivity?

  • Labor / Crews: Measured by work output per hour, cost per unit produced, or schedule adherence.

    • Factors hurting productivity: Poor supervision, low morale, lack of training, absenteeism, and inefficient scheduling.

  • Material: Measured by waste percentage, usage efficiency, and procurement time.

    • Factors hurting productivity: Material shortages, improper storage, damage, and delayed deliveries.

  • Equipment: Measured by utilization rate, downtime, and maintenance costs.

    • Factors hurting productivity: Breakdowns, poor maintenance, operator error, and inefficient use.

  • Subcontractors: Measured by schedule adherence, quality of work, and cost performance.

    • Factors hurting productivity: Poor communication, lack of coordination, site congestion, and labor shortages.

2. How is the knowledge of productivity of resources critical for the following construction management functions?

  • Scheduling: Helps in setting realistic timelines, preventing bottlenecks, and ensuring smooth workflow.

  • Estimating and Costing: Provides accurate cost estimates, prevents overruns, and enhances budget planning.

  • Quality and Safety Management: Reduces errors and rework, enhances compliance with safety regulations, and minimizes project risks.

3. How do the following management techniques improve worker productivity?

  • Improved Communication: Reduces misunderstandings, enhances teamwork, and ensures clear task allocation.

  • Well-Planned Site Layout: Minimizes worker travel time, improves material handling, and optimizes workflow.

  • Short-Term, Look-Ahead Planning: Identifies potential delays, ensures proactive resource allocation, and enhances coordination.

  • Focusing on Safety: Prevents accidents, reduces work stoppages, and improves morale.

  • Focusing on Quality: Reduces rework, ensures compliance with standards, and enhances efficiency.

4. Why is it important to collect productivity data on every project?

  • Helps in future project planning and benchmarking.

  • Identifies areas for improvement and inefficiencies.

  • Supports better cost estimation and resource allocation.

5. How are productivity standards typically established by construction companies?

  • Based on historical project data and industry benchmarks.

  • By conducting field studies and time-motion analysis.

  • Using expert opinions and subcontractor input.

Topic 2: Preconstruction Decisions & Their Impact on Productivity

1. Which preconstruction activities have long-reaching impacts on worker productivity?

  • Jobsite layout planning.

  • Early procurement and material planning.

  • Safety and quality control planning.

  • Subcontractor coordination.

2. Why is expert feedback valuable when estimating large projects?

  • Ensures estimates reflect real-world conditions.

  • Helps identify labor and material challenges.

  • Provides insights into equipment efficiency and cost risks.

3. How should a project manager focus on the "vital few" activities?

  • Identifying "vital few": Prioritize tasks with high labor costs, schedule impact, and risk potential.

  • Ensuring productivity: Regular monitoring, tracking key performance metrics, and proactive problem-solving.

4. When should a jobsite layout plan be made?

  • Before mobilization, during preconstruction planning.

5. What should be included in a logistics plan?

  • Material storage locations.

  • Equipment movement paths.

  • Worker access and safety zones.

6. Why is a jobsite logistics plan critical for productivity?

  • Reduces congestion and delays.

  • Ensures efficient resource allocation.

  • Enhances worker safety and efficiency.

Topic 3: Overcoming Productivity Barriers

1. How does a 4-10 schedule reduce the impact of adverse weather?

  • Provides flexibility to shift workdays based on weather forecasts.

  • Reduces overall project duration by working longer hours.

2. Why should a superintendent be aware of site drainage?

  • Prevents water-related delays and foundation issues.

  • Ensures worker safety and protects materials.

3. How does scheduling impact worker productivity?

  • Prevents idle time and ensures a steady workflow.

  • Avoids resource conflicts and bottlenecks.

4. How can extreme weather impacts be mitigated?

  • Use shade structures and cooling stations for heat.

  • Provide insulated clothing and heating for cold weather.

  • Adjust work hours to avoid peak weather extremes.

5. On which projects is lighting critical for worker productivity?

  • Night shifts, tunnels, enclosed spaces, and precision work sites.

6. What is the impact of overtime on productivity?

  • Short-term gains but long-term fatigue and decreased efficiency.

7. How does start-stop work affect productivity?

  • Causes inefficiencies due to frequent re-mobilization.

  • Leads to loss of momentum and increased costs.

8. What causes worker waiting, and how can it be eliminated?

  • Causes: Late material deliveries, lack of tools, poor scheduling.

  • Solutions: Improve planning, ensure material readiness, streamline communication.

9. How can congestion be mitigated on-site?

  • Stagger work shifts.

  • Designate work zones.

  • Improve site layout planning.

Topic 4: Managing Subcontractor Productivity

1. Best practices for pre-bid phase:

  • Clear scope definition.

  • Early engagement with key subcontractors.

  • Detailed contract requirements.

2. Why involve subcontractors in scheduling?

  • Ensures realistic timelines.

  • Aligns workforce availability.

  • Reduces coordination conflicts.

3. How can a GC improve subcontractor productivity?

  • Regular communication.

  • Monitoring progress.

  • Resolving issues proactively.

4. When should a GC assist subcontractors beyond contract requirements?

  • When delays impact the overall project.

  • To maintain quality and schedule efficiency.

5. Why should project engineers frequently communicate with subcontractors?

  • Ensures project alignment and reduces miscommunication.

6. Common causes of change orders:

  • Design errors.

  • Unforeseen site conditions.

  • Owner modifications.

7. How do change orders impact subcontractors?

  • Cause rework and schedule delays.

  • Increase labor and material costs.

8. What are three types of delays and their impact?

  • Excusable Delay: Uncontrollable (e.g., weather), may extend schedule but no cost compensation.

  • Compensable Delay: Owner-caused, results in cost reimbursement.

  • Non-Excusable Delay: Contractor-caused, leading to penalties.

Topic 5: Trade Sequencing & Minimizing Variability

1. Causes of subcontractor underperformance:

  • Poor planning.

  • Inadequate resources.

  • Coordination issues.

2. Reasons for low subcontractor productivity:

  • Scheduling conflicts.

  • Labor shortages.

  • Misalignment with other trades.

3. How does an improper schedule affect productivity?

  • Causes delays.

  • Creates resource conflicts.

4. How does one subcontractor’s variability impact others?

  • Disrupts sequencing.

  • Causes rework and extended durations.

5. Two types of production variation:

  • Assignable (specific issue-based).

  • Common (natural fluctuations).

6. Three buffers to reduce variability:

  • Time buffer.

  • Capacity buffer.

  • Inventory buffer.

7. Reliable vs. predictable workflow:

  • Reliable: Consistent output.

  • Predictable: Output that can be planned for.