PRODUKTIFITAS KONSTRUKSI

Agus Nugroho., ST., MT., Ph.D

 Materi Produktifitas Konstruksi

Fokus pada Improvement Productivity

(1) Work Study
(2) Time Study
(3) Method study
(4) Flow Process Chart
(5) Lay Out Diagram
 Produktifitas Konstruksi
• Produktifitas >>>>>> multi view
– Rasio output dan input
– Output : unit produksi
– Input : sumber daya yang digunakan (pekerja,
mesin, alat, material, energi dan waktu)

• Produktifitas >>>>>> produktifitas

pekerja
 Produktifitas Konstruksi
• Produktifitas
• Indek produktifitas
• Faktor produktifitas
• Parsial Produktifitas

PRODUKTIFITAS = $ OUTPUT (satuan biaya)

$ INPUT
 Mengukur Produktifitas
• Produktifitas >>>>>> multi view
– Rasio output dan input
– Output : unit produksi
– Input : sumber daya yang digunakan (pekerja,
mesin, alat, material, energi dan waktu)

• Produktifitas >>>>>> produktifitas

pekerja
 Hypothetical Tender

Labour 40%
•Largest cost
Materials 40% component
General Conditions • Most volatile
& Indirect Costs 10%
Overhead 5%
• Most critical
to control
Profit 5%
Total 100%
 Hypothetical Tender

Labour 40% 45%

Materials 40%
General Conditions
& Indirect Costs 10%
A 12.5% overrun
in the labour
Overhead 5% component

Profit 5%
Total 100%
 Hypothetical Tender

Labour 45%
Materials 40%
General Conditions Wipes out all
profit!
& Indirect Costs 10%
Overhead 5%
Profit 0%
Total 100%
 Mengukur Produktifitas
Data sebuah perusahaan konstruksi menunjukkan
bahwa indek produktifitas untuk pengecoran beton
3.50 m3/pekerja/jam (m3/pj). Jika akan melakukan
pengecoran dengan volume 202 m3 dan di kerja kan
oleh 9 pekerja dengan jam kerja 7.5 jam per hari.
Berapa indeknya dan Produktifitasnya ??

Indek Produktifitas = 202/(9x7.5) = 2.99 m3/Pj,

Produktifitas = (3.50 - 2.99)/3.50 = 14.6%.
 Mengukur Produktifitas

Pengukuran Produktifitas Konstruksi di lakukan

pada 3 level:
(1)Pekerjaan/Kegiatan/Aktifitas – specific
activities;
(2)Proyek – kelompok/kumpulan dari beberapa
aktifitas
(3)Industri Konstruksi – Portofolio proyek
Mengukur Produktifitas
Produktifitas
 Produktifitas
Waktu Operasi atau Waktu penyelesaian Proyek
cenderung bertambah

Ineffective Time >>>>>>>> E , F

Produktifitas meningkat >>>>>>>> B, C, D, E

berkurang
Produktifitas
Faktor Produktifitas
Faktor Produktifitas
Faktor Produktifitas
 Causes and Effects of Management
Ineffectiveness
• The management ineffectiveness causes …..
delays which result in …..poor productivity.

18
 Planning and scheduling
• Lack of project planning and scheduling is one
of the important reasons of low construction
productivity.

• Planning a project can reduce production

costs by increasing productivity of craftsman
and optimizing utilization of available
resources.

19
 Control
• Problems arise every day that could not have been
foreseen.

 Adverse weather
 Material delivery delays Can disrupt the original
 Labor disputes plans
 Job accidents

• Without time control, rescheduling could not

accomplished and so productivity will suffer due to lack
of coordination and communication and resource
shortage.
20
 Project Organization
• The main task of any organization is to plan,
direct and control.
• Poor organization result in poor productivity.
• Defining individual positions of authority and
responsibility will lead to an effective
operating environment and good productivity.

21
 Supervision
• Although unnecessary supervision will
increase the cost of work, insufficient
supervision will result in confusion delays and
decrease productivity.
• The labor productivity is increased by
increasing the number of man hours per day
that the field supervisor spent in contact with
the crew.

22
 Material and tool availability
• Unavailability of material and tool had a significant
adverse impact on the productivity of labor.
– Material unavailability loss between 6.4 and 8.4 man-
hr/week
– Tool unavailability loss between 3.4 and 5.1 man-hr/week

• When formal material management programs are

applied in any project, a minimum 6% improvement in
labor productivity should be achieved.

23
 Work redoing and delays
• Work redone maintained a position as one of
three worst problems leading to poor
productivity.
• The amount of times spent on rework was
between 4.9 – 7.7 man-hr/week.
• Causes of work redone were mainly due to
engineering and management inefficiencies.
• Craftsmen spent an average of 14.3% of their
time redoing work.
24
 Lack of motivation
• The greater the worker motivation, the
greater his expenditure of effort.
• Lack of material, frequent change orders,
conflict of crews because of improper
scheduling, lack of equipment, etc. frustrate
the worker and produce low productivity.

25
 Site layout
• Site layout of the project is a very important
organization tasks.
• The assigned location of different job
components affects productivity, safety,
workers satisfaction, and communication.
• Approximately, 7% of a day is nonproductive
because of a non optimal site layout.

26
 Information and communication
• Lack of information, uncertainty regarding
design factors, site conditions, client wishes,
and regulatory requirement result in design
delay, redesign and substantial loss of
productivity.
• Approximately, 9% of a day is nonproductive
because of poor or inadequate
communications at the job site.

27
 Authority and decision making
• Group participation in decision making has
been proven to be an effective method of
increasing productivity.
• Participation of work group in changing work
methods increases productivity by 14%
compared to non participating groups.

28
 Productivity VS Quality
• Quality means; inspection, quality control,
quality assurance, and total quality
management.
• Low quality of construction will cause redoing
work.
• Redoing work affects the production rate and
decrease the output.
• When output decreases, productivity
decreases.
29
 Production rate increase
• Use shifts
– Use two or more shifts instead of one shifts
• Apply overtime
– Increase shift period to 10 hours instead of 8
hours
• Increase resources
– Use more resources to increase production rate

30
 Overtime Effect on Output
Production rate

a c d 50 hr/week
60 hr/week
b

Time

10 -12 week
31
 Methods to improve construction
productivity

Step 1  Inspire Your Workers

Step 2  Improve Communications
Step 3  Lay Out A Productive Jobsite
Step 4  Schedule Your Work
Step 5  Analyze Project Reports
Step 6  Manage Equipment Productively
Step 7  Improve Safety
Step 8  Pay Attention To Quality

32
 Example 3
• The following data are given for a construction operation:
• Quantity of work = 4680 units
• Number of laborer = 4 laborers
• Normal conditions:
– 42 hours/workweek – 7 hours/day – 6 days/week
– Production rates = 3 units/man-hour
– Labor cost = 3 L.E./hour/labor
• Scheduled conditions:
– 60 hours/workweek – 10 hours/day – 6 days/week
– Production rates = as shown in table
– Labor cost = 3 L.E./hour/labor (for 7 hour/day) & 4.5
L.E./hour/labor (for hours over 7 hour/day)

33
 Example 3
Week number 1 2 3 4 5 6 7 8 9 10 11 12
Av. Commutative % normal 83 88 88 83 79 74 70 67 66 65 64 63
production rate

a) Calculate the duration and labor cost for this

operation in the following cases:
i. Normal conditions: 42 hours/workweek
ii. Scheduled conditions: 60 hours/workweek
b) Compare between the results of both cases
34
 Example 3
• Normal conditions:
• Duration = quantity / production rate
• Quantity = 4680 3units
units/man-hours x 7 hours/day
• Production rate=
x 6 days/week x 4 labors = 504 units/week

• Duration = 9.3 weeks

3 LE/man-hour x7 hours x 6 days/week
x9.3 weeks x4 labors = 4687.2 L.E.
• Cost =

35
 Example 3
Scheduled overtime:
For 9 weeks:
(3 units/man-hours x0.66) x 4 labors
Quantity of Production
x 10=hours/day x 6 days/week x 9 weeks
= 4276.8 units

For 10 weeks: (3 units/man-hours x0.65) x 4 labors

x 10 hours/day x 6 days/week x 10 weeks
Quantity of Production =
= 4680 units

36
 Example 3
Using scheduled overtime will take 10 weeks

Cost = (3 units/man-hourx 4 laborsx 7 hours/dayx 6 days/week

x 10 +(4.5 units/man- x 4 laborsx 3 hours/day
weeks) hour x 10
x 6 days/week = 8280 L.E.
weeks)
• Overtime should not be implemented for long
time.
• Overtime may not save time or money.
• Using overtime should be limited to follow up
with late project schedule.
37
 Quiz 1
• A concrete mixer can produce 50 m3 of concrete
by employing 5 workers for 8 hours/day. Daily
rate of one worker is 50 L.E/day. This daily
production can be increased to 100 m3/day by
employing 3 more workers at the same rate.

a) Calculate the labor productivity for both cases.

b) Explain your answer
c) Decide whether to employ the additional
workers or not.

38
The problems that can be appeared in material management applications are the
following:
• running out of materials,
• extensive multiple-handling of materials,
• Improperly sorted or marked materials, which makes to define them difficult,
• wrong or damaged materials that exceed acceptable specification tolerances, or
production errors pointing to a poor quality,
• unsystematic flow of materials,
• production rates of materials in plant incongruous with those on site.

Judicious planning of labour resources are the foremost agent in fulfilling these
constraints. Poor planning, however, can adversely affect labour productivity through
the need for rework and can result in lost time for workers, since operatives
are often paid on work done satisfactorily alone. Most workers take considerable pride
in the work they have accomplished that can be seen from the very start of
construction through completion. For workers to go back again and take apart what
has been completed can be extremely frustrating and can cause them to put forth less
effort for the remainder of the work.
Remuneration is seen as the most important reason of why an individual has to work
in a job. Because it both meets the physiological needs that are the most basic
requirement of people, and gives esteem in a society. The amount of pay and on-time
payment is the most vital factors required to meet the first hierarchy need of
Maslow. A worker, for example, will probably quit the job if a higher wage is offered by
another firm. Despite Herzberg’s argument that money is not a satisfier and
thus not a motivator, the present survey coupled with previous works such as
McKenzie and Harris (1984), Price (1992), Ogunlana and Chang (1998), and Yisa et al.
(2000) seems to indicate the contrary.
To follow-up and supervise labour while working is a vital aspect of any organization
because both it can result in extensions of project time and cost, and the quality
on site is controlled through inspection of the work completed by the gang. In this
context, labour-only subcontracting makes some aspects of site management more
difficult. The supervision level of labor-only gangs tends to be lower than that of
employed workers, and the general contractor has little control, at best, over
subcontractors’ workforce. In other words, the lump poses the problem of which lump
workers cannot be controlled, while firms possessing employed workforce have their
own effect on labour relations. Moreover, subcontractors have no control over other
subcontractors’ labourers.

Layout can influence productivity and enhance space management capability. It

defines the location of the tools and supporting utilities for optimum product
flow, and thus has a direct impact on the facilities’ time and cost of construction. In
this context, the location of the management office has a strategic importance as well
as worker dormitories on site, especially there are many shifts that may cause loud
noise and thus a possibility to sleep.
One of the primary conditions for improving systematic working habits is to have a
complete work discipline on site. Discipline can be defined as a concept that
determines the human being behaviour by means of reward or punishment.

Vocational education, particularly in developing countries, is the total of activities,

which enable the reasonable employment of unskilled labour by educating and
directing them to vacant fields of labour market, to regulate and control those who
come from farming and do not have any continuous working habit. Poor productivity
and high costs in every branch of industry are due partly to low levels of training. Lack
of occupational education in construction is now a reality in many countries around
the world.
To work constantly in the same or similar activities in the construction sector, where
tasks vary in a very wide spectrum, or, in other words, to have a complete experience
in one trade is one of the key elements guaranteeing the work to be performed by a
worker in a definite standard.

Experience is the warranty of success and productivity in any job. Working with
experienced crews in the sector has many advantages. If experienced labour is known
to be available, supervisors do not have to explain details of how to perform the tasks
to experienced workers.
However construction productivity can be defined in many ways. First, it is how well,
how quickly, and at what cost construction projects can be constructed.
Second, it was defined by The American Association of Cost Engineers as a relative
measure of labor efficiency, which is defined as the output per hour worked, either
good or bad depending based on the reality that productivity changes over time.
Third, a common measurement of construction productivity is factor productivity (H.
Thomas et al., 1990), which is defined as:
In the Table 3-1, each item includes information related to the crew code, which
describes the crew composition in terms of labor, material, and equipment categories.
Table 3-1, shows how the manual data is arranged in the R.S. Means manual. The
numbers 1 and 2 are the division and line numbers. The number 3 represents the
description list of each individual activity. The crew column number 5 designates the
typical crew used to install the item. Number 6 indicates the productivity (daily output
per man-hours). Number 7 identifies the column that lists units for each individual
construction task. Numbers 8 and 9 show the bare and total costs for the whole
activity.
Work Study
 Productivity Variables

• Labor %
– Education, diet, & 2.5
sanitation
• Capital 2.0
Mgmt
– Equipment
1.6
1.5
– Building

• Management 1.0 Capital

– Technology 0.4
– Knowledge
0.5 Labor
0.5
0.0
 Definition of
Operations Management
• Management of an organization's production
system
– Production system converts inputs into goods &
services

© 1984-1994 T/Maker Co.

Variables Affecting Labor Productivity
• Physical work environment
– Technology, equipment, materials, lighting, layout

• Product quality
– Defects, scrap, rework

• Employee job performance

– Employee ability, motivation
 Employee Job Performance
• Behavioral scientists believe that individuals are motivated to
act in a certain way by a desire to satisfy certain needs.

Maslow ‘s hierarchy of needs

Fulfillment
Recognition
Affiliation
Security
Physiological
 Maslow ‘s hierarchy of needs

• At the bottom of the hierarchy are physiological needs. These are the basic
needs that must be met to sustain life itself. Satisfying ones physiological
needs will be the primary concern of any person and until one has done so
one will not be concerned with any other issues.
• However, once workers feel reasonably sure of fulfilling their physiological
needs, they will seek to satisfy the next need in the hierarchy, that of
security.
• Security is taken to mean a feeling of protection against physical and
psychological harm, as well as security of employment.
• For workers who have already satisfied their physiological and their security
needs, the next motivating factor is that of affiliation, that is wanting to
belong to a group or an organization and to associate with others.
• Next on the hierarchical scale is the need to be recognized, and this is
followed by the need for fulfillment (also called “self-actualization”).
• This last need expresses the desire of people or workers to be given an
opportunity to show their particular talents.
 Modifying Jobs to Provide
Broader Range of Needs Satisfaction
• Cross – training – workers perform multiple jobs
• Job enlargement is a “horizontal” expansion of job tasks; that is,
the worker is assigned more tasks at the same general skill level.
– In a manufacturing setting, job enlargement might mean having a worker
do several tasks at a work station rather than only one or two.
– In a bank, it might mean training a person to write car loans, and
installment loans rather than only one of these.
 Job Enrichment involves “vertical” expansion of a job’s
responsibilities and skills.
 It may mean that a production worker is involved in the design of the
product or production process is responsible for his own quality testing,
handles customer complaints, or deals directly with suppliers.
• Team production -- organizing workers into teams; assigning
management responsibility to teams
 METHODS ANALYSIS AND IMPROVEMENT
• Specifying the tasks and responsibilities of a job is only the first
step in the job design process.
• The next step is to determine how to perform the tasks, that is,
determine the best work methods.
– Best work methods are
• the most efficient physical movements of the worker,
• the best sequence in which to perform movements or
tasks, and
• the best way to coordinate the workers actions with
those of machines and other workers.
• This information must be conveyed to the workers through training
and appropriate supervision and feedback.
 METHODS ANALYSIS

• A logical approach to deciding what tasks should be done and how

they should be done is called methods analysis.

• Methods analysis utilizes

– structured data collection,
– visual aids and charts, and
– logical procedures to help understand and improve work methods.

• Methods analysis relies on obtaining good observational and

experimental data.

• Methods analysis focuses primarily on the activities of individual

workers or groups of related workers.
 Work Measurement
• Work measurement is the process of establishing the time that a
given task would take when performed by a qualified worker
working at a defined level of performance.

• A qualified worker is one who has acquired the skill, knowledge

and other attributes to carry out the work in hand to satisfactory
standards of quantity, quality and safety

• Work measurement also refers to the process of estimating the

amount of worker time required to produce one unit of output.

• A goal of work measurement is to develop labor standards that

can be used for planning and controlling operations.
 Labor Standards
• A labor standard is the number of worker-minutes required to complete
an element, operation, or product under ordinary operating conditions.
• Labor standards are used in:
• Cost estimation
• Pricing of products and services
• Incentive pay systems
• Capacity planning
• Production scheduling
• A labor standard can be determined using one or more of the following
approaches:
• Time study
• Work sampling
• Predetermined time standards
 Time Study
• Job is performed by a single worker in a fixed location
• Job involves repetitive short cycles
• Job is expected to continue unchanged for a long period
• Job produces large quantities of output
• Resulting time standard must be very accurate
• Analysts use stopwatches to time the operation being performed by
workers
• These observed times are then converted into labor standards
• The labor standards are expressed in minutes per unit of output for
the operation
 Determining Labor Standards
from Time Studies

Performance Allowance
Rating Fraction

Observed Normal Standard

Time Time Time
 Example: Time Study Approach

In a time study of a manufacturing operation, the average

time observed to complete a product was 8.6 minutes. The
performance rating applied to the observed worker was
0.95 and the allowance during an 8-hour shift was 12.5% or
60 minutes.

Compute the labor standard.

 Example: Time Study Approach

Observed time = 8.6 minutes

Performance rating = 0.95
Allowance fraction = 0.125
Normal time = Observed time x Performance rating
= 8.6 x 0.95
= 8.17 minutes
Standard Time = Normal time / (1 - Allowance)
= 8.17 / (1 - 0.125)
= 8.17 / (0.875)
= 9.337 minutes
 Work Sampling

 The work of one or more employees is randomly

sampled at periodic intervals

 The results of these studies are used to:

 Set allowances used in labor standards

 Set labor standards
 Work Sampling
• Job performed by a single worker in a fixed
location
• Job involves repetitive short cycles
• Job expected to be changed periodically as
customer orders change
• Job produces relatively small quantities of output
• Resulting time standard used for accounting cost
standard, pricing analysis, and production
planning
 Example: Work Sampling
A work sampling study was performed on an electronic
assembly operation at OK Instruments. The study
covered an 8-hour shift with a single worker. The results
of the study were:

Activity % of Worker’s Time

Assemble Units 80
Allowances 20

If the worker received a performance rating of 1.20 on the

Assemble Units activity and 400 units were assembled
during the study, what is the labor standard for this
operation?
 Example: Work Sampling
1) Compute the average time per assemble:
Total Minutes of Assembly Work
Number of Units Assembled
= 0.80(480)/400 = 0.960 minutes per unit
2) Compute the normal time per unit:
= (Average Time per Unit) (Performance Rating)
= 0.960 (1.20) = 1.152 minutes per unit
3) Compute the labor standard:
= Normal Time / (1 – Allowance Fraction)
= 1.152 / (1 - 0.20) = 1.44 minutes per unit