Abstract
Productivity is key to the survival and growth of any organisation, industry or nation. Some factors constrain the achievement of the set project objectives in the New Zealand building and construction industry and are responsible for the reported steady decline of productivity and performance. 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 New Zealand were canvassed via pilot interviews and questionnaire surveys at the qualitative and quantity 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, which contribute 67 percent of the onsite productivity issues, 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.
Highlights
Productivity enables an organisation to be competitive, achieve set goals, meet stakeholder value propositions and maintain strategic and financial health
The Department of Housing (DBH, 2008) observes that the level of activity and the productivity of the building and construction sector underpins New Zealand‟s economic recovery and growth, adding that “what happens in the building and construction sector has a „multiplier effect‟ on the wider economy” (p. 6)
Improvement in the productivity of the New Zealand construction industry is of critical importance considering its $388 billion worth of current building stock, excluding land (CSG, 2010) and its significant contribution - of approximately 5 percent - to the GDP (DBH, 2008). It is against this background that the Report of the Building and Construction Sector Productivity Taskforce (BCSPT) (DBH, 2009, p. 2), that “productivity, especially labour productivity has been disappointing and is limiting the sector‟s ability to respond positively to change”, should be seriously considered
Summary
Productivity enables an organisation to be competitive, achieve set goals, meet stakeholder value propositions and maintain strategic and financial health. Productivity enables the sector to maintain satisfied clientele, attract investment, remain viable and contribute to the economic growth and well-being of the nation. Improvement in the productivity of the New Zealand construction industry is of critical importance considering its $388 billion worth of current building stock, excluding land (CSG, 2010) and its significant contribution - of approximately 5 percent - to the GDP (DBH, 2008). It is against this background that the Report of the Building and Construction Sector Productivity Taskforce (BCSPT) In an earlier study, Duncan (2002, p. 1) concludes that, “an improvement in „efficiency‟ of the building and construction sector – defined as a reduction in the cost of work put in place – will have a positive effect on every other sector, and on the national economy”
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