Table 1 - uploaded by Tae Wan Kim
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Although construction productivity has received a great deal of attention from construction practitioners and researchers,
few research efforts have specifically evaluated productivity in the context of the productivity management cycle. Consequently,
there is still a lack of useful indicators for determining which items should be prioritized and i...
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To complete various types of finish works with higher quality in much less time, TACT, which was mostly used for high-rise buildings, has been adapted to meet the needs for systematic schedule management in construction sites. However, the effectiveness of adapting TACT has not been shown as expected due to the different perspectives on productivit...
Citations
... Another study was generated by Kim et al. in 2010 and this study proposes the Productivity Achievement Ratio (PAR), which is a productivity evaluation indicator which assists the selection of the management items for construction productivity enhancement. The results of this study indicate that the PAR can aid construction practitioners in achieving more balanced and effective productivity management (Kim et al., 2011). In 2011, Tor conducted a survey for determining the demographic factors that had an impact on productivity. ...
İşletmeler, sınırların ortadan kalktığı global pazarlarda sahip oldukları pazar paylarını kaybetmemek, yeni pazarlarda söz sahibi olabilmek, rekabet avantajı sağlamak ve karlılıklarını arttırabilmek için ellerinde bulundurdukları kıt kaynakları etkin bir şekilde kullanabilme özelliklerini gösteren verimlilik değerleri üzerine gösterdikleri önemi ve yaptıkları çalışmaları arttırmıştır. Günümüzde öneminden sıklıkla söz edilen küresel ekonomiler, küresel ekonomileri ulusal ekonomilerin, ulusal ekonomileri de o ulusta faaliyet gösteren işletmelerin ekonomilerinin oluşturduğu düşünüldüğünde, ne derece önemli oldukları ortaya çıkmaktadır. Ülkelerin ekonomileri içerisinde faaliyet gösteren işletmelerin ekonomilerinin iyileştirilmesi ise üretim aktiviteleri içerisindeki gereksiz faaliyetlerin çeşitli verimlilik çalışmaları ile minimize edilerek, üretim kaynaklı maliyetlerinin düşürülmesiyle mümkün olmaktadır. Bu çalışmada pantolon üretimi yapan bir konfeksiyon firmasındaki işgücü verimliliği analiz edilmiştir. Bu kapsamda İzmir’de pantolon üretimi üzerine faaliyet gösteren bir konfeksiyon firmasının dikim bandından veri toplanmış ve elde edilen veriler Kurosawa’nın verimlilik modellerinden oranlarla işgücü verimliliği modeli ile değerlendirilmiştir. Gerçekleştirilen bu araştırmanın sonucunda, ilgili ürünün üretimine alışıldıktan sonra tamamen ortadan kaldırılması beklenen kayıpların hala görüldüğü ve hatta olması gerekenden daha fazla olduğu tespit edilmiştir.
... Further works focus just on a specific type of construction project as well as the delivery method (Sepp€ anen, Evinger, and Mouflard 2014; Sacks et al. 2017;Hanna, Iskandar, and Lotfallah 2019). In this direction, several articles propose some unbundled productivity factors that are not merged in an overall indicator (Park, Thomas, and Tucker 2005;Al Abo Omar 2003;Zhang, Nasir, and Haas 2017;Kim et al. 2011;Seadon and Tookey 2019). Thus, it is very difficult to identify the impact of low-performance indicators to the overall process. ...
... Thus, it is very difficult to identify the impact of low-performance indicators to the overall process. As an example, Kim et al. (2011) propose a metric named Reduction Factor that takes into account only specific factors that prevent productivity reaching an ideal value. On the other hand, some works present construction productivity metrics that are aggregated at the construction industry or project level (Lim 1996;Park, Thomas, and Tucker 2005;Ellis and Lee 2006;Vereen, Rasdorf, and Hummer 2016). ...
... The indicator uses as input the total worker hours of all crew members of the currently working trades and as output the total equivalent work units. Kim et al. 2011. ...
Construction projects are often unique, time-limited and require a high degree of customization by involving a significant number of Engineer-to-Order (ETO) components. Usually, ETO construction supply chains are composed by a fabrication part off-site and the installation part on-site where different supply chains have to be merged. Generally, many problems are identified during construction on-site and often in a late phase when recovering actions cannot be applied anymore. As a result, construction projects frequently face delays and budget overruns.
Owing to these considerations, the paper proposes i) a framework able to identify the losses and causes of ETO construction supply chains and ii) a novel metric named Overall Construction Productivity (OCP) supporting the quantification of the overall impact of losses and the implementation of improvement actions. The proposed framework and metric were applied and validated in a medium-sized ETO façade supplier company and a hospital construction project.
... Para Gray, a produtividade é considerada como todas as saídas de um sistema dividido por suas entradas ou insumos, ou seja, uma medida de avaliação das saídas ou resultados obtidos em relação ao esforço de produção ou execução de serviços. Kim et al. (2011) afirmam que a produtividade é um dos principais fatores que é utilizado na mensuração dos outputs das indústrias, mesma abordagem seguida por Syverson (2011) que afirma que a mensuração da produtividade é forma como a organização transforma os inputs em outputs. ...
... Destaca-se aqui que ao se comparar a utilização da mão de obra entre países, deve-se levar em conta as diferenças que podem ocorrer nos dados estatísticos disponíveis de cada país, uma vez que as métricas estão associadas às metodologias que as geraram. Kim et al. (2011) afirmam que a importância da gestão da produtividade está diretamente relacionada com o crescimento e a sobrevivência das indústrias. Eles ainda defendem que sua mensuração seja constante e planejada. ...
... Embora a corrente que utiliza a mensuração clássica se valha de indicadores tangíveis -destacando-se aqui Stainer (1995), Diewert e Lawrence (1999), Kim et al. (2011) e Krugman, Obstfeld e Melitz (2011) -percebe-se que a mensuração passou a se utilizar também de indicadores intangíveis. Já a corrente que propõe o uso de indicadores intangíveis é representada por Nelson (1981), Nelson e Winter (1982), Baily e Chakrabarti (1985), Dosi, 1988;Possas (1989), Stainer (1995, Makri e Lane (2007) e Phusavat et al. (2013. ...
Este artigo analisa conceitos e estudos acerca dos temas produtividade, formas de mensuração e sua relação como tema inovação por meio de um ensaio teórico. A partir do estudo realizado pretendeu-se avançar na discussão de relação entre o indicador de produtividade que pode ser considerado um indicador para indústria e países participantes da Organisation for Economic Co-operation and Development (OECD). Pode-se verificar que os indicadores de produtividade mudaram ao longo dos anos, sendo inicialmente envolvidos fatores tangíveis e, gradualmente, passaram a ser utilizados fatores intangíveis. Embora ocorra divergência entre pesquisadores sobre quais os melhores e mais apropriados indicadores de produtividade, verificou-se que a adoção de modelos de mensuração deve ser aplicada ao ambiente estudado. Como contribuição do ensaio teórico, apontou-se relação entre produtividade e inovação, indicando que inovação afeta produtividade, embora os impactos não tenham forma ainda de mensuração testada. Sugere-se, a partir do artigo, a elaboração de modelo de mensuração que relacione impacto da inovação na produtividade.
... Productivity management is therefore the process of managing processes and people with the focus on the state of being productive. Kim et al (2011) assume that there are two levels of productivity. On the one hand, they mention productivity that can be achieved in ideal situations, which they call 'ideal productivity' (IP), and on the other hand, realistic productivity which they call 'obtainable productivity' (OP). ...
... Furthermore, Kim et al (2011) distinguish between different types of reduction factors, which they call the controlled (C_RF) and uncontrolled (UC_RF) reduction factors. In short, the uncontrolled reduction factors have an impact on ideal productivity, resulting in OP = IP -UC_RF. ...
Labour productivity in South Africa is at one of its lowest levels. During 2014 the civil construction industry contributed only 3.5% to the GDP of South Africa. It is faced with challenges such as an industry environment that is increasingly competitive, and organisations in the civil industry that experience financial difficulties, such as low profit margins. An industry-specific survey, using a questionnaire, was conducted to ascertain the perceptions of industry professionals regarding factors which have an impact on productivity. A literature study was done to identify the factors that have an impact on construction productivity, based on a global perspective. From the literature study, 12 studies were identified, and a benchmark was set with which to compare the findings of the research questionnaire. To obtain the relevant information through the questionnaire, a selective sampling process was used, as the focus of the research required a specific group of individuals who were involved in the management of projects in the civil construction industry. Two civil engineering organisations, the South African Forum of Civil Engineering Contractors and the South African Institution of Civil Engineering, were contacted to assist with the distribution of the questionnaire. The questionnaire consisted of 51 factors which the industry professionals had to rate, based on their experience. These factors had to be rated with the use of a 0-4 Likert scale, based on two specific questions: (1) What impact does the factor have on construction productivity? (2) What is the frequency of occurrence of the factor? A total of 40 questionnaires were completed by the industry professionals. Thereafter the ranking of the factors was calculated with the use of the relative importance index.
... Having analysis results are obtained, improvement plans can be developed. Finally, the developed plans are implemented through improvement phase (Kim et.al., 2011). As mentioned above, productivity measurement is considered as the first step (Kennedy, 2008), because lack of this component does not allow organization to evaluate, make decision and improve productivity. ...
Based on the recent increase in price of crude oil, some policies are adopted by countries on energy consumption, among which energy efficiency improvement is one of the most promising one. Energy efficiency improvement contributes a significant profit in the oil refinery industry, since it is an important energy consumer industry. In this study, a hierarchical structure is proposed to manage energy data of oil refineries. The proposed structure consists of different indicators in three levels including refinery, process units and equipments. Having indicators calculated, some results are obtained. At first, problems of the energy consumption are diagnosed throughout the company. Then, the gap between current value and design/standard value of any energy index is calculated. After diagnosing problems, improvement projects are defined, upon which an energy efficiency improvement is developed by prioritizing the projects. Additionally, a case study provides implementation results of the proposed structure in an international oil refinery.
Construction management deals with planning, organizing, securing and managing resources to bring out the successful completion of specific engineering project goal and objectives. Assessment of productivity in construction industries includes identifying the key constraints to on site labor productivity and improvement measures.This study aims to identify the key constraints to on-site labour productivity and improvement measures. Using the descriptive survey method, views of some project managers, contractors and subcontractors in Kolhapur was canvassed via pilot interviews and questionnaire surveys at the qualitative and quantitative data gathering stages, respectively. Multi-attribute technique was used to analyse the quantitative data. Results showed that the key external constraints to on-site labour productivity comprise, in order of decreasing impact, statutory compliance, unforeseen events and wider external dynamics. The internal constraints were found to have much higher impact on onsite productivity than the external factors. In order of diminishing levels of impact, the internal constraints comprise reworks, level of skill and experience of the workforce, adequacy of method of construction, buildability issues, and inadequate supervision and coordination.The factors underlying each broad category of external and internal constraints are reported. The relative levels of impact of the identified constraints are expected to guide the project team in addressing the constraints in a cost-effective manner. Keywords: Construction management, Labour productivity, Performance improvement, Productivity constraints.
