Concrete Products

AUG 2018

Concrete Products covers the issues that attract producers of ready mixed and manufactured concrete focusing on equipment and material technology, market development and management topics.

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Page 18 of 71 August 2018 • 17 Map Key Plant Water Terminal Land Terminal Bedford Bedford Bangor Devens Jersey City During the week of its one-year anniversary of cement production, McInnis delivered its fi rst boatload of cement into its newest terminal in Bronx, NY. McInnis is now servicing customers from 10 locations in Canada and the US. McInnis cement arrives in the Bronx 850 Canal Street, 3rd Floor Stamford, CT 06902 1-888-MCINNIS (1-888-624-6647) A survey of nearly 600 construction professionals finds that time spent on non-optimal activities—fixing mistakes, scouting data and managing conflict resolution—accounts for $177.5 billion in labor costs per year, while rework stemming from miscommunication and inaccurate or inaccessible information will cost the U.S. industry $30 billion-plus in 2018. Management consultant FMI Corp., Raleigh, N.C., and construction productivity software developer PlanGrid, San Francisco, examine how teams spend their time on construction sites, communicate during projects, and leverage technology investments. From survey responses, they determine: • Construction workers lose almost two working days each week solving avoidable issues and searching for project information. Each project team member spends more than 14 hours each week on average deal- ing with conflict, rework and other issues that take away from higher priorities. • Miscommunication and poor project data account for 48 percent of all rework on U.S construction jobsites. Respondents attributed 26 percent of rework to poor communication between team members. The top three causes of miscommunication are unresponsiveness of team members; project stakeholders' inability to collaborate effectively; and, lack of a common platform for team members to communicate and share project data. • Workers are not taking full advantage of mobile devices and IT invest- ments. More than 75 percent of survey respondents provide project managers and field supervisors mobile devices. However, less than one- fifth of companies consistently (> 80 percent of the time) use apps aside from just email, text and phone calls to access project data and collaborate with project stakeholders. This finding suggests many con- struction leaders are equipping field teams with technology, but not realizing maximum return on their investment by leveraging mobile software and apps purpose-built to help construction companies reach their full potential. • Technology is expected to improve data management and increase productivity. Executives are investing in technology for reasons that directly reflect the challenges associated with data integrity and acces- sibility, plus overall demands for increased productivity. "Poor communication among team members, and incorrect or inac- cessible information that workers need is costing the construction industry tens of billions of dollars annually," say FMI Technology Prac- tice Lead Jay Snyder. "The majority of industry stakeholders seems to be at a loss for how to remedy these systemic and expensive problems. While construction firms continue to invest in technology, the business-critical issues of communication and data management need more strategic attention." "Teams that have easy-to-use tools to collaborate in real-time and access to relevant data when they need it will have a greater com- petitive advantage," adds PlanGrid Vice President of Product Market- ing Stuart Frederich-Smith. NEWS SCOPE TECHNOLOGY Survey prices the leading drains on construction productivity Full survey findings and perspec- tive are provided in a 40-page report, "Construction Discon- nected – Rethinking the man- agement of project data and mo- bile collaboration to reduce costs and improve schedules," posted at

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