Method to Assess the Level of Implementation of Productivity Practices on Industrial Projects

A study of best management practices for enhancing productivity in building projects: construction methods perspectives

“…Arditi and Mochtar (1996) suggested integration of management functions is one of the areas where productivity gain could be obtained. Caldas et al (2014) confirmed that integrated schedule is one of the best practices for improving productivity in industrial projects. In the context of the Victorian construction industry, since many sub-contractors are involved in the construction of a particular building project, principal contractors might require techniques for integrating the schedules of these sub-contractors.…”

“…Best management practices are processes that, when executed effectively, lead to enhanced project performance (CII, 2016). Construction management practices that have the potential to improve productivity could be categorized into: construction methods (Caldas et al, 2014); construction materials management (long lead materials identification, materials procurement and delivery plans, and inspection and test plans) (Bell and Stukhart, 1987); construction equipment and tools management (procurement plans for machinery, maintenance of equipment and tools and productivity analysis of construction equipment) (Stewart, 2002); execution approaches (buildability review, short interval plans, work package, and the scope of works) (Lam, Wong and Chan, 2006); human resource management (crew composition, skill assessment, training and career development plans) (Hewage, Gannoruwa and Ruwanpura, 2011); health and safety practices (housekeeping, task safety analysis, tool box meetings, and safety training) (Hinze and Wilson, 2000). In this research, construction methods best practices were investigated while pre-construction activities such as buildability reviews were not considered.…”

Assessing the Implementation of Best Productivity Practices in Maintenance Activities, Shutdowns, and Turnarounds of Petrochemical Plants

“…Previous studies have shown that effective management practices have resulted in successful construction projects [10]. However, the ineffective implementation of such practices may not yield the desired results [11]. During the Activity Analysis study in Singapore [9], it was apparent that most maintenance, shutdown, and turnaround projects in Singapore do not effectively implement historically successful productivity practices, and were seldom implemented consistently from project to project.…”

“…This method was developed to allow project management to quantitatively assess the existing implementation levels of the practices and also offer recommendations for improvement based on the BPPII-Industrial score. However, since the original BPPII-Industrial tool focused on industrial projects in North America, there were limitations cited when using this tool for various types of projects and project locations [11].…”

“…This study, which may be construed as an extension of the existing work on BPPII-Industrial [11], aims to: (1) Further investigate the existing BPPII-Industrial method and its suitability for petrochemical plant environments; (2) Develop the new BPPII-Petrochemical method taking into consideration the nature of maintenance activities, shutdowns, and turnarounds; (3) Validate the new BPPII-Petrochemical through its implementation in pilot projects and quantitative evaluation of the existing implementation levels with all the stakeholders; (3) Investigate the practices that seem to lag in terms of implementation; and (4) Provide necessary recommendations for improving the BPPII-Petrochemical score. The findings of this study provide a baseline for the Singapore industry to benchmark their planning and implementation efforts, as well as to accelerate productivity.…”