by Jeffrey C Kadlowec, Registered Architect

Lean Construction focuses on increase production efficiency while simultaneously reducing waste. These continuous improvements can only be achieved by investing in people, as tools and equipment must be sustained through labor [1]. This concept does not intend to create a stress-free environment, rather a challenging one where personnel can learn and grow by entrusting and empowering them with responsibility and authority. A recent study in Denmark [1] regarding project management, work environment and health & safety, revealed that unrealistic commitment plans and poor communication with management as the most significant issues hindering worker performance. Promoting psychological needs is therefore crucial to the lean principle of ‘respect for people’.

As the fourth industrial revolution enhances many industries while simultaneously disrupting others, the design and construction sectors face many new challenges. Technological advancements of prior industrial revolutions were slow to be adopted compared with other economic sectors. The industry also remains been fragmented between activities and tradesmen with segregation between labor and management [2]. The rapid population growth worldwide, especially in developing countries and urban centers, will compound these issues further. While tasked with creating everything from affordable housing to megaprojects, public view of the industry is often negative due to unethical practices, financial corruption, structural collapse, accidents / injuries, the dirty nature of work, and poor employment terms.

Globalization across all market sectors is redefining human experiences along with how we relate to each other and the planet [3]. Utilizing innovations in information technology interfaces more individuals through networks to accomplish more objectives. New methods of communication among project teams free some of the workforce away from grunt work to engage in roles oriented towards client satisfaction. This allows for better efficiency and effectiveness while also becoming timelier and more predictable [3]. Growth is the driving factor of most construction companies, both in the size of the firm and the scale of the projects. This requires large volumes of information and advanced management systems to handle sharing of that data. Gaining and maintaining an advantage requires implementing strategizes not applied by existing and prospective competitors [3].

Image 1: The Four Industrial Revolutions [4]

The complex and dynamic nature of construction projects often create claim disputes, adversarial partnerships, and deteriorating relationships between stakeholders [5]. Developing a framework of tools and strategize to manage those interactions is key to project success. Due to lengthy timelines, huge financial investments and multiple risk factors, proper management of human resources is vital. Construction organization must enhance employee relations to combat design changes, gaps in knowledge and experience, low wages, payment delays, poor working conditions, and bad schedules, while attending to job safety and equipment maintenance [6]. Although these all require additional personnel resources, the net benefit is essential to increasing overall productivity.

Construction is one of the largest industries with an overwhelming public presence and a significant contribution to national economies [7]. Respect for the health, safety and welfare of all workers must therefore be emphasized. Training of contractors with clearly define roles will increase efficiency and effectiveness of laborers, resulting in greater profitability.

References
[1] Salling, Stephanie & Pérez, Cristina & Wandahl, Søren. (2023). Perception of Project Management Among Construction Workers: A Survey in Denmark. 10.24928/2023/0124.
[2] Ejohwomu, Obuks & Adekunle, Samuel & Aigbavboa, Clinton & Bukoye, O.T. (2021). The Construction Industry and the Fourth Industrial Revolution: Issues and Strategies. 10.52305/JDFM1229.
[3] Adekunle, Peter & Aigbavboa, Clinton & Thwala, Wellington & Oke, Ayodeji & Akinradewo, Opeoluwa. (2022). Construction Information Management: The role of Fourth Industrial Revolution Tools. 10.54941/ahfe1002359.
[4] Rodrigue, Jean-Paul. (2023). The Four Industrial Revolutions. Dept of Global Studies & Geography. Hofstra University, New York.
[5] Daboun, Omar & Abidin, Nur & Khoso, Ali & Chen, Zhen-Song & Md Yusof, Aminah & Skibniewski, Miroslaw. (2023). Effect of relationship management on construction project success delivery. Journal of Civil Engineering and Management. 29. 372–397. 10.3846/jcem.2023.18827.
[6] N P, Srinivasan & K, Saravana & R, Rahul & S, Rahulnath & B, Rajadurai & S, Kumaravel & Panneerselvam, Mukesh. (2023). Manpower management in construction projects. E3S Web of Conferences. 399. 10.1051/e3sconf/202339903004.
[7] Patil, Virgonda. (2023). Enhancement of Labor management at construction sites. 8. 2244-2253.