Our client is a construction company that has implemented a new methodology for its projects since 2015. We were initially engaged for the development of the methodology, and we also helped its implementation across selected sites. Since then, the methodology was rolled across all its project sites, with central monitoring from the corporate office.
One of the client’s newer projects in the East involved the formation of a joint venture to renovate, construct, complete, and maintain a sports stadium. The methodology was implemented throughout the project. However, the client discovered that actual man-hours for mechanical, electrical, and plumbing (MEP) works were higher than the authorized man-hours.
As such, we were contracted again to find ways to reduce the discrepancy in man hours utilizing the client’s methodology. This was done through a rapid intervention project to improve productivity and reorganize activities.
The following tasks were undertaken as part of our project:
– Loss of man-hours because of more people being deployed to a task than necessary, and improper sequencing of jobs
– Supervisory lapses leading to poor work organization
– Lack of preparation.
– Reviewing relevancy of targets
- Development of the Solution
– Re-engineering crew size commensurate with job scope
– Developing appropriate task sequencing: leading tasks (measurement, fabrication, and installation of supports), production tasks (installation of main MEP services and accessories), and finishing tasks (connections and other tasks)
– Identifying supervisory shortfalls, tool shortages and multi-skilling capabilities.
- Pilot Implementation
– The defined solution was implemented in a pilot area and then rolled out across the entire work front.
- Monitoring the progress
– Audit and monitor work front progress through meetings
Several work fronts were included as part of the implementation. The larger, more critical ones were:
- Mechanical rooms
– The productivity for chilled water pipe installation was improved by changing work sequencing.
– Welders were released from pipefitting jobs by using multi-skilled pipefitters for tack-welding. This allowed crew sizes to be reduced by 50% and maximised the use of welders.
– Better task planning reduced time wasted due to waiting on materials, access, tools, and tackles.
– Budget rates for other support and testing activities were also developed to control productivity.
- Repetitive duct works
– Productivity and production for duct installation was improved through appropriate task sequencing, implementing a modular schedule to exploit productivity gains, and better defining job scopes for efficient manpower utilization.
– Active supervisory skills for the work front engineers and foremen were also developed.
- Facade works
– Job scopes were better defined to ensure optimum utilization of manpower.
– As for the other work fronts, more appropriate job sequencing was implemented.
The rapid intervention produced significant results within 14 weeks, with a significant closing of the gap between actual versus authorised man-hours. The gain in productivity not only reduced overspent man-hours but also improved production, thereby improving progress on site.
All in all, the rapid intervention proved to be a great success – not only in delivering immediate measurable benefits but also in developing the disciplines required to execute a major construction project efficiently.