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Time is Money:  Technological  Tools in  y g “Productivity Tool Box” to Improve  Construction   Performance and Efficiency

Dr Janaka Ruwanpura Dr. Janaka Canada Research Chair in Project Management Systems Director and Associate Professor oject a age e t Spec a at o Project Management Specialization Schulich School of Engineering University of Calgary, Canada

Canada Research Chair in Project  C d  R h Ch i  i  P j t  Management Systems Technological  Framework to  I Improve Design  D i and Construction Operations

A Modeling  Library and Tools  for Building and  Industrial Projects

Improving Sustainability of  Development  P j t Projects

Integrated Risk Management and Simulation


A Unique Partnership A Unique Partnership Hardware Support University of  Calgary

Engineering Municipality

Software  Support pp Natural Sciences and Engineering Research Council

Canada Research Chair

Canadian Government Construction Industry (Contractors,  Claims Consultant, Associations) 3


Technical Issues

Management Issues

External Issues/factors

Human/Labour Issues

Market Conditions 4

T l i Tool time in Construction (2004) i C i (2004)

Observations of 101 workers from 4 construction  sites (Focus: Formwork) sites. (Focus: Formwork) work time distribution-overall Instructions 2.8%

Idle 9.3%

Other 4.7%

Moving M i 7.8%

Work time 50.7%

Socializingg 8.6%

Looking for tools 1.5% Looking for materials 14.6%


Productivity ToolBox Productivity ToolBox


Simple, Easy to use IT Solution • Purpose: • Information access to the field leadership personnel while they are performing work • Use it during the tool‐box meeting for the foreman to communicate with the workers


Tool Box Meeting

Home Page

Look-ahead Schedule


Structural Drawings - Foundation

Virtual Supervision (using Remotely accessed Cameras))

3D illustrations

Safety SafetyLessons Tips

Weather Forecast

Productivity Tool Box

Change order upload – Design Office End

Change orders  Change orders upload window

Ch Change Order  Od Process

Design Office  End Change Order Button blinks

SMS receives to the foremen’s  PDA New Drawings  are appeared are appeared

Direct Benefits Direct Benefits • Increased Tool Time by  10% • Increased productivity by  17% • Enhanced worker  E h d k satisfaction over 70% • Improved foremen’s ability  to set better targets with  the workforce and to  proactively plan the work • Improved two‐way  communication between  foremen and the workers foremen and the workers 23

IT M f C IT Map for Construction t ti


Construction Visualization and Monitoring  Centre Objective: Monitor any construction project • Objective: Monitor any construction project  from anywhere in the world using our world  class facility at the University of Calgary class facility at the University of Calgary • Sub‐objectives: – Productivity Improvement P d ti it I t – Virtual Supervision – Benchmarking – Training – Virtual Meetings 26

Objecti es of CMVC Objectives of CMVC • • • • • • • • • • •

Automated tracking of workers, equipment, tools and materials Facilitating virtual site meetings g g Progress monitoring through real‐time visual inspections Materials management by observing site procedures for efficient  use of materials Collection of data on tool time, supervision time, idling time and  material usage to evaluate assessment of repetitive tasks Quantitative and qualitative assessment of site congestion  Develop a methodology for work space optimization by site  monitoring Multiple site monitoring for benchmarking Archived data to be used for training and capacity building Monitoring the effects of external factors in project progress Health and Safety Monitoring and Control


Image with a 60% zoom


I t d d M difi ti Intended Modifications


Original Image g g

Edge map [Canny] g p[ y]

Correlation map p

W1 W2 Maximum values  represent maximum  similarity between  reference and  original image

R l /O Results/Output Binary map W1 coordinates W2 coordinates Correlation Function

Correlation map is   converted in to a  binary map

Web W bB Based d Materials M i l Management Model

Identify Ineffective Materials Handling Activities (IMHA)

Efficient Materials Management Model 35

Relationship of Root Causes


Areas of Focus Areas of Focus




List Pending Activities


Initiate Materials Initiate Materials



Check In entor Le el Check Inventory Level


Generate Purchase Order Form Generate Purchase Order Form



Schedule Delivery Date



Generate Crane Schedule


Provide Real Time Workface  Information


Model Testing: Before

Efficient Materials Management Model 45

Model Testing: After

Efficient Materials Management Model 46

RResults lt (M (Materials t i l M Managementt Model):) • Ineffective materials handling time reduced  from 19.97% to 9.9%  • Tool time increased from 49.5% to 62.3% 49 5 3 • Productivity of scaffolding crew increased  by 20%, from 4.69m2/mhr to 5.63m2/mhr

Efficient Materials Management Model 47

Superintendent Site Manager Foreman

7 to 28 % ↑ 20 % ↑

6 to 17% ↑ 6 to 17% ↑ 48

Overall Ranking for most Important Tool in the Overall Ranking for most Important Tool in the  Productivity Tool Box (based on Training of 550  construction personnel) construction personnel) i‐Booth 19%

Subs‐look‐ ahead plan ahead plan 24%

Prod. Officer 20%

Supervisory Matrix 19% Material Model Material Model 18%


VALUE • “By By giving researchers access to our  giving researchers access to our experts and workers, we are receiving  site‐specific information, which we can  then share with our project managers then share with our project managers  to increase productivity”  • “It’s a win‐win situation for everyone  i involved. The university receives  l d Th i i i reliable data, participating companies  benefit from custom analysis, and  everyone across the industry learns  h d l valuable insights in a generic form.” j Bruce White, Project Director,  PCL Construction Management Inc. (CONSTRUCTOR, 2007)

“Calgary Construction  Association reported  over a million dollars over a million dollars  savings within a year in  the collaborated research  companies because of  p the direct impact of this  research .” Dave Smith (Executive  VP), Calgary  Construction  Association (Alberta Construction  Magazine, May/June  2006)  50

Canada Research Chair in Project  C d  R h Ch i  i  P j t  Management Systems Technological  Framework to  I Improve Design  D i and Construction Operations

A Modeling  Library and Tools  for Building and  Industrial Projects

Improving Sustainability of  Development  P j t Projects

Integrated Risk Management and Simulation

Dr Janaka Ruwanpura Dr. Janaka Ruwanpura 403‐220‐6892, 403‐870‐7503,