Eight Steps to Success for Turner Construction
The following case study is a good example of a project in which a contractor established an on-site materials handling program that embodied all of O'Brien's eight major factors in effective materials handling.
Introduction
Effective materials handling can reduce construction costs, increase profits, and improve a contractor's competitive edge. As a result, contractors should be able to implement effective materials handling systems and facilities on their projects. The first step is to deal with materials handling at the general level. You need to look at a construction site as though it were a "factory" environment in which your labor force will be working.
General contractors/construction managers and trade contractors need to work together to create a productive site environment: each contractor's detailed materials handling system must be designed to work within the overall project site materials handling system.
The 8 Major Factors
An effective materials handling program must consider the following areas:
1. Access to and from the site.
2. On-site movement and truck unloading.
3. Men and materials hoist(s).
4. Tower crane(s).
5. Movement of men and materials within the building.
6. Installation areas.
7. Housekeeping and garbage removal.
8. Site layout/facilities.
Comments from Concordia Projects Participants
The following comments were made by those working on the Concordia Hospital Project:
"This was a very successful project for my company. As far as I know, the general contractor and all the other trade contractors did very well also."
"The key to success was the materials handling program implemented by the general contractor - it was excellent."
"The general contractor really meant it about the ten days. They turned away anyone who was not on schedule. It took some time to break down people's resistance."
"The next refinement (to the materials handling program) was that the general contractor produced a map of the floors (10) and assigned certain areas on each floor for each trade's materials."
Project Materials Handling Program
* With permission of Turner Construction Company
In order to meet budget, schedule, quality and safety goals on the Concordia Hospital Project, Turner Construction Company is establishing an on-site "Materials Handling Program" to enable construction work to be completed in the most efficient manner possible.
Since material handling can be a major portion of a labor unit (in some cases 80% or more), the reduction of on-site material handling to a bare minimum will allow all contractors to perform efficiently, quality to improve, schedules to be kept and a safe working environment to be maintained. However, in order to control the material movement and installation of the variety of contractors involved in the project, it is necessary that certain ground rules be established to govern all parties in their daily performance of work on the jobsite. Turner will require each subcontractor to conform to this program as a contract requirement and as a condition of prompt progress payment.
The following are basic principles upon which all subcontractors are to base their prices and plan on carrying out their work.
1/ Detailed material delivery
schedules shall be furnished to Turner. Initially the subcontractor and
Turner are to agree on the time range that this material is to arrive at
the jobsite. As soon as possible, exact delivery date and time is to be
established by the subcontractor for on-site coordination of the installation.
Submittals, shop drawings, etc. shall be submitted in ample time to allow
timely delivery of materials as needed. Ample consideration is to be given
to minor items such as fasteners, etc. and the state of the market place
so that all materials will be available as needed.
2/ Lengthy storage of materials will not be allowed on the jobsite.
All materials are to arrive in the construction sequence in which they
will be utilized and installed. In cases of large quantities, off-site
storage must be arranged so that all materials entering the jobsite are
put in place within 10 days of the time the material is delivered. When
this type of material handling occurs, stockpiles of materials from various
subcontractors will not interfere with job progress nor with each other's
work.
3/ The smooth orderly flow of materials into the jobsite will require
the timely and complete removal of wrappings, debris, etc. associated with
this material. Subcontractors employing trades which claim the removal
or stockpiling of debris will be responsible for its proper disposition.
Trash carts will be placed by Turner Construction Co. in sufficient quantity
to facilitate trash removal to the trash chute located on each floor at
the west side of the Bed Tower. Debris removal must be accomplished by
the subcontractor on a planned basis and as directed by Turner Construction
Co. Broom cleaning of areas will be done by Turner to allow for proper
"housekeeping" of the jobsite.
4/ A time slot for performance of a particular subcontractor's stage
of work will be closely scheduled in each area. Each subcontractor is to
guarantee that adequate labor and methods will be utilized to maintain
this schedule so that the area involved will be ready when work begins
and that it will be ready for the succeeding contractor or operation when
the particular work item has been completed.
5/ Material sent to the jobsite must have proper identification, jobsite
gate number, area in which it is to be used, etc. and adequate personnel
with properly scheduled equipment to effect its unloading and handling
(see attached site layout). Material is not to be consigned under any circumstances
to Turner Construction Company or Concordia Hospital. Hoisting equipment
must be scheduled in a detailed and accurate fashion and only the time
needed to efficiently unload and hoist materials will be allowed. If proper
arrangements haven't been made, or the delivery does not arrive as scheduled,
the late delivery will be required to take second priority to other hoist
activities. Late delivery of materials adversely affecting the hoist schedule
may cause the contractor involved to have inefficient or idle labor.
6/ The concrete frame operation will be serviced separately through
an entrance on Burnet Avenue. The tower crane is principally for the concrete
operation. Any other scheduling of the tower crane is to be arranged through
Turner Construction Company.
7/ All material is to be registered through a common checkpoint
to be set up by Turner so that all activities are properly coordinated.
8/ Miscellaneous Comments:
The goal is to eliminate such delay causes as stacks of pipe, conduit,
drywall, equipment, bathtubs, fixtures, etc. so that the floor areas are
open and ready for peak efficiency of all work persons. All subcontractors
are to participate in this program. Bids should be calculated to accommodate
the aforementioned program and the principles herein set forth will be
enforced fairly. It is intended that all subcontractors have a profitable
and safe job while maintaining schedule and quality. This program, with
the commitment, communication and active participation of all subcontractors,
will make the Concordia Hospital Project the best project they have ever
been on!
Miscellaneous
It is the intent of Turner Construction Company
to coordinate the following items into the overall materials handling program:
Directional signage and gates.
Jobsite checkpoint manned by an individual to schedule deliveries and
hoisting,
debris removal and cleanup.
Paging system on-site to allow voice communication by sub-contractors'
management
personnel and Turner staff.
Advance notice of deliveries.
Hoist log and schedule.
Traffic control, vehicular access, parking and crane placements.
Loading dock.
Concrete placement operation.
Adequate identification and marking of material.
Trash carts, dumpster, trash chute.
On-going forum for communication by all parties to make this plan work!
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