The rate at which work is performed is called “productivity” i.e., the amount of work done in an hour by an individual labor is considered as productivity (Intergraph 2012). It is evident that technology is used to detect inefficiencies of the project, identify the problem areas, and improve planning accuracy. The amount of work done by the individual labor and the time constraints are necessary to calculate the productivity of a labor. While time constraints can be quantified very easily, it is the amount of work done which has blurred boundaries.
Though the project completion is updated regularly, it is not regular enough to survive the unexpected change orders and issues arising in the job site. According to the Independent Project Analysis Group, an average of over 35 percent of all construction projects will have a major change (Intergraph 2012). There are many factors which influence the productivity of labor on a job site. Mechanical Contractors Association of America (MCAA) identified 16 factors affecting labor productivity which are common in construction projects irrespective of type and scale of project. (Kramer 2011). These are the significant factors along with MCAA factors which influence the labor productivity.
1. Overtime
Standard 8 hour work day or 40 hour work week is considered as ideal work time stint for a labor. If the work time is prolonged than it affects work output and efficiency in a negative way because of physical fatigue and poor mental attitude (Intergraph 2012).
2. Fatigue
Fatigue can be caused by prolonged or unusual physical exertion (Intergraph 2012).
3. Joint Occupancy
This occurs when work is scheduled utilizing the same facility or work area that must be shared or occupied by more than one craft, and not anticipated in the original bid or plan. This is a result of working over, around, or in close proximity to other crafts, owner’s personnel, or production equipment, which may cause noise limitations, dust, or other hazardous risk. This may also prevent or cause access restrictions (Intergraph 2012).
4. Concurrent Operations
This is the effect of adding operations to any sequence of operations that has already been planned, without a gradual and controlled implementation of additional operations (Intergraph 2012).
5. Absenteeism and Turnover
There is a great deal of time and money lost associated with high turnover and absenteeism on projects. Construction projects in certain areas with low manpower and high demand for labor will usually be more impacted than others. Extreme weather conditions (such as extreme heat or cold) will also increase absenteeism and turnover. Replacement workers are usually not familiar with the work or area, and require experienced workers to stop work and show them what to do. The impact can be up to four days of lost work for each worker (Intergraph 2012).
6. Mobilize/Demobilize
This relates to moving resources on and moving off to projects as a result from changes or delays, causing work disruptions. Productivity may drop during these periods as time is lost when crews move from one area or work assignment to another (Intergraph 2012).
7. Errors and Omissions
Increases in errors and omissions impact on labor productivity because changes are then usually performed on a crash basis, out of sequence, cause dilution of supervision, or any other negative impacts (Intergraph 2012).
8. Start/Stop
This results from a work stoppage or suspension of work, which may cause a break in the schedule, usually triggering a start/stop of work activity. Stop-starts can have an impact on productivity and cost of a project. Work scheduled or reassigned during holidays such as Thanksgiving, Christmas, New Year’s, and so on are often impacted with stop-starts. Workers tend to discuss the time off and lose previous momentum with a drop in productivity before they get back in routine (Intergraph 2012).
9. Reassignment of Manpower
When workers are reassigned, they experience unexpected or excessive changes, losses caused
by move-on or move-off, reorientation, and other issues that result in a loss of productivity (Intergraph 2012).
10. Late Crew Build-up
This is caused when the planned project manpower loading is altered and causes manpower loading to build up slower than planned due to availability, shortage of resources, or competition from resources. Impacts can be in excess of 10 percent (Intergraph 2012).
