Construction Productivity NNCA – The Business of Construction Workshop Matt Knight, Managing Director, Productivity & Growth Services GO Productivity Agenda • • • • • Who is GO? Productivity in the North Lean Construction Principles Action items Who is GO Productivity? • We help companies realize the power of productivity and the incredible role it can play in improving operations, from the top floor to the bottom line. • As non-partisan ‘trusted advisors’ or coaches we work to build the internal capacity within organizations • Work with partners to address productivity challenges including operations, innovation, leadership & collaboration • Non-profit organization, industry board led As of October 1, 2011, Productivity Alberta was established as a private, not-for-profit corporation As of October 1, 2014, GO Productivity is a national private, notfor-profit corporation How do we see productivity? We see ‘productivity’ as being made up of operational excellence, innovation and leadership combined with a collaborative culture and the strategic integration of these elements • The means to extend the resourcefulness of your business • About unleashing the potential of people, resources, and time • About working SMARTER – not harder Productivity = Resourcefulness Productivity Is NOT Necessarily About… • • • • • Downsizing Eliminating jobs Replacing people with machines Short-term improvements Cost-cutting initiatives Productivity Is Actually About… • • • • Meeting customer needs Making work more satisfying for all Increasing profits Using less effort, space, equipment, time Why does productivity matter to Nunavut & Northwest Territories? • Slowing investment in mining and downturn in commodity prices • Growing competition from outside of the North • Attraction, retention and shortage of skilled labour • Multi generational workforce • Lack of investment in technology, innovation & growth • Increasing costs of transportation • Access to new markets • Working in the business not on the business • Quality & safety All these factors impact our ability to compete and to be productive 6 Productivity and the North • Yukon, N.W.T. and Nunavut had a labour productivity decline in 2013 (for the third year in a row) – Still one of the strongest labour productivity rates in the county • N.W.T. GDP increase by 3.5% in 2013 – Business gross capital formation up 14.8% driven by construction and investment in non-residential structures – Drop in labour is led by declining mining industry (35% of GDP), and diamond industry maturation and declining production • Nunavut GDP increase by 11.2% in 2013 – Relatively small economy size and operations like the Meadowbank gold mine, and construction of Mary River iron ore site (increase in non-residential structure) – Labour productivity declined by 1.3% as more were hours worked relative to GDP increase 7 Business Sector Productivity (Labour) – 2013 (Real GDP per Hour Worked, 2007 constant dollars) 75.5 76.5 79.2 Nunavut 69.6 71 NWT 74.8 70.4 69.3 68.6 Alberta 48.7 48.1 48 Canada -5 5 15 25 35 2013 45 2012 55 65 75 85 2011 Source: Statistics Canada – GDP at basic prices 8 Productivity Levels in N.W.T. Industries 2013 (Labour Productivity (chained (2007) dollars per hour) 68.0 68.3 Total economy 164.7 Mining & Oil & Gas 179.2 96.6 94.6 Information Services 117.8 125.7 Utilities 209.1 198.8 Real Estate 63.3 60.9 Finance & Insurance 59.7 52.5 Manufacturing 98.0 98.1 Wholesale 47.0 50.1 PSTS Construction 39.9 52.5 42.1 42.5 Agriculture 57.3 58.8 Transportation 39.9 45.5 Retail Accomodation & food 15.7 17.1 2013 2012 PSTS: Professional, Scientific and Technical Services Source: Statistics Canada. Table 383-0029 - Labour productivity and related variables by business sector industry, consistent with the North American Industry Classification System (NAICS) and the System of National Accounts (SNA), provinces and territories, annual, CANSIM 9 About Lean Eliminate Waste Create Value Customer Cash, time & Space Lean construction is not the same as lean production (it’s is bigger then that!) Source: The Machine that Changed the World by Womack, Jones & Roos Why Lean won’t work in construction • • • • • • • • We are too busy Lean is just for manufacturing We don’t make cars Lean won’t work for us We are different (and special) We tried that We make enough money We don’t need to change The importance of Lean in construction 40% labour cost 62 -83 Minutes Average waiting time of trades ranged from 62 to 83 minutes per shift 3.13% 19% Material movement contributed to 40% of labour costs Rework on average is 3.13% of overall total cost (and as high as 19%) Source: University of Michigan and Construction Industry Institute Principle 1: Define the customer value Importance of Voice of the Customer • What will customers pay for? After all they “pay the bills”, so understand their needs • Without customers, there is no business • Customers define the “playing field” • To be more profitable, you have to convince your customers to… – Buy more of your product or service – Pay more for your product or service – Serve their needs more efficiently Customers can be in many places Materials Step 1 Step 2 Product Step 3 Service Revenue Stakeholder Internal Customers: External Customers: • • • • • Sales • Engineering • Manufacturing • • • • • Supplier Management Shareholders Employees Buyers Users Dealers & Distributors Bystanders Government Agencies / Regulatory (indirect) Principle 2: Capture the value (chain) Lean helps us to see waste Waste in Construction Waste in Manufacturing Source: Construction Industry Institute Principle 3: Make it ‘flow’ Tools to make it flow • • • • • • Modular Construction & Pre-fabrication Collaboration & Integrated Project Delivery (IPD) Scheduling and Pull Planning Building Information Modeling (BIM) Work placement & Kanban Takt time and level loading Principle 4: Make it better Tools to make it better • • • • • Find and remove the waste (always) 5S (Sort, Set in Order, Shine, Standardize, Sustain) Standard work (SOP) DMAIC or PDCA (Plan-Do-Check-Act / Deming cycle) A3 Methodology / problem solving Principle 5: Rinse & Repeat Summary Principle 1: Define the customer value Principle 5: Rinse & Repeat Principle 4: Make it better Principle 2: Capture the value (chain) Principle 3: Make it ‘flow’ Won’t happen over night – try, try, try • • • • Lean is about Continuous Improvement: Don’t accept that failures “just happen” Look for trends and root causes and fix them. Working around problems or planning buffer time into work is a waste – don’t accept it! • Tough on issues – not people • Optimize the project not the parts Take back to site (or office) • • • • • • • Lean won’t happen overnight Start with the small stuff – think 1% improvement You can’t contract behavior Mistakes are ok* Get the right people (fit and values) Measure, measure, measure Concepts over tools Questions & Discussion Visit goproductivity.ca Call us at 1 844 245 8278 Subscribe to our eNewsletter Follow us on Twitter @GOProductivity Join us on LinkedIn
© Copyright 2024