Methodology for measuring the effect of management on construction labor productivity

Abstract

Much superstitious learning exists in developing management strategies for improving construction labor productivity. To create an ability to plan and assess rational improvement strategies, the need exists to develop a methodology for measuring and analyzing the effect of management actions on labor productivity divorced from changes in technology and building methods. This thesis focuses on the utilization of a simplified model of specific building operations in order to recognize basic influences of management on labor productivity. By making continuous on-site observations of many jobs of the same building operation with differing levels of management, the effect of management; actions on labor productivity can be determined using graphical or regression analysis. By modeling the building operation around one of its major activities that has a quantifiable labor input and work output, a variety of jobs can be compared in spite of their lack of similarity. It is suggested that by applying the measurable work rate of the model activity to the percentage of productive work, a labor productivity index can be derived and used for comparison. Floor tiling was studied to develop and test the methodology. Although sufficient data was not accumulated in this case study to provide confidence for conclusions about probable impacts of various types of management actions on labor productivity, several trends were highlighted. The study indicated that labor productivity, even in a trade as simple as tile laying, can be improved 100 percent or better where work specialization, work supervision, on-site coordination, and long term pacing are employed and encouraged.