First International Conference on Construction In Developing Countries (ICCIDCI) Advancing and Integrating Construction Education, Research & Practice

August 4-5, 2008, Karachi,, Pakistan

Skilled Laborer Management in Handling Concurring Building Projects at Multiple Sites: the Bar Benders Job Scheduling Problem
Ming Lu Associate Professor, The Hong Kong Polytechnic University, Hong Kong, China Hoi-Ching Lam Research Associate, The Hong Kong Polytechnic University, Hong Kong, China S. L. Tang Associate Professor, The Hong Kong Polytechnic University, Hong Kong, China cesltang@inet.polyu.edu.hk

Abstract
The purpose of this study is to address the challenges in single-skilled labor resource management and scheduling under the functional organization structure. The problem of skilled laborer scheduling in a multi-project context is elucidated through a case study of allocating bar-bender resources to three concurring sites. Factoring in technological constraints, repetitive building cycles, alternative method options, limited quantity of skilled laborers, and labor work calendars, we resort to computer power (including simulation and optimization algorithms resulting from recent research) in search of the best combination of construction methods at individual sites and the optimum size of labor force that would lead to the shortest duration of completing the jobs at all site. The resulting substantial reduction in the job's duration comes solely from improvements in the efficient use of time and budget. That would deliver cost savings to the subcontractor and justify a pay raise increase for the laborers.

Keywords
Project Scheduling, Resource Allocation, Optimization Analysis

1. Introduction
1.1 Project Organization Structure Traditionally, to execute a project, a building contractor would hire his own manpower resources and organize different kinds of specialty crews by a project organization (or line organization) structure (Pilcher 1992). The project team is typically based on a single project site, following clear duty reporting lines as shown in Figure 1. However, repetitive job nature and precedence constraints inherent in building technology inevitably result in high waste in resource usage this is one drawback of the project (line) organization structure, as identified by Tang et al. (2003). For instance, in concreting construction, the rebar fixing laborers have to wait until the formwork crew completes installing all the formwork on the current building floor; while the formwork crew can not start to work on the next floor until the concreting crew finishes the current floor. Tang (1999) attempted to use a mixed integer linear programming model to schedule three worker gangs of three different trades (carpenters, steel fixers and concretors) to work on three different jobs. The drawback of this model is that only one cycle of

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construction for each job can be considered, otherwise the linear programming model would become too complicated.

General Contractor Site Foreman

Reinforcement Crew

Figure 1: Example of a Project Organization On the other hand, a multi-skilled laborer who is specially trained to acquire more than one trade skill, is able to perform various specialty construction tasks. Aiming to increase resource utilization and shorten project duration, Hegazy et al. (2000) introduced a heuristic technique for combining less utilized multiskilled resources to substitute for those insufficient resources during their shortage period. Gomar et al. (2002) investigated the mechanics of allocating a partially multi-skilled workforce and further developed a linear programming model to optimize the multi-skilled workforce assignment and allocation. Nonetheless, fundamental socioeconomic issues should be cautiously addressed at a regional level before the potential benefits of using the multi-skilled resources are fully realized (Hegazy et al. 2000), including changing union regulations, updating labor training schemes, assessing the impact on the unemployment rate. Hence, training and employment of single-skilled laborers still remain the industry norm in many places such as Hong Kong. 1.2 Functional Organization Structure In an attempt to lower construction cost and improve resource-use efficiency in building sites, a general contractor relies on subletting specialty construction tasks to specialist subcontractors. Accordingly, a specialist subcontractor manages a single-skilled workforce to provide service to multiple ongoing projects by a functional organization structure (Tang et al. 2003). For example, a reinforcement subcontractor hires a team of bar benders and provides reinforcement-related contracting services to multiple site clients. Construction technology requires that bar benders work be done after the formwork is completed but before concrete pour starts. It is common practice for a bar bending subcontractor to take multiple jobs at different sites over one time period. On any particular day, an individual steel laborer could do his specialty task at Site A, and he would be kept busy at Site B the next few days, and then switch back again to Site A once the formwork on a new building cycle at Site A is completed. 1.3 Research Motivation and Overview Nonetheless, the flexibility and efficiency of the functional organization structure also comes along with further complexities in scheduling the allocation of labor resources in a multi-project, multi-site setting. During August 2007, the union of bar benders put up a strike in Hong Kong in demand for pay raise and work condition improvement. The strike brought many construction sites to a halt for over a month and

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Concreting Crew

Formwork Crew

affected the whole of society. The labor-management dispute was eventually resolved through painstaking negotiations and government mediation. To a certain extent, the bar benders dissent against subcontractors originated from high idling rate and lack of job security, which could be partly attributable to managers lack of effective decision support means in tackling the mind-boggling puzzle of scheduling jobs at multiple sites for the labor force. In practice, it is unrealistic to implement a rotation door policy in managing skilled construction laborers, which entails hiring people only when they are needed and removing them from payroll on those days when they have no or inadequate work to do. As such, one objective in construction project planning is to level out the labor resource requirement profile over the project period. The ideal situation is to retain a stable project team from project start to project end while making full use of labor resources available to achieve project time and cost goals. The purpose of this study is to address the challenges in single-skilled labor resource management and scheduling under the functional organization structure. The problem of skilled laborer scheduling in a multi-project context (Figure 2) is elucidated through a case study of allocating bar-bender resources to three concurring sites. Factoring in technological constraints, repetitive building cycles, alternative method options, limited quantity of skilled laborers, and labor work calendars, we resort to computer power (including simulation and optimization algorithms resulting from recent research) in search of the best combination of construction methods at individual sites and the optimum size of labor force that would lead to the shortest duration of completing the jobs at all site. The resulting substantial reduction in the job's duration comes solely from improvements in the efficient use of time and budget. That would deliver cost savings to the subcontractor and justify a pay raise increase for the laborers. Before problem formulation, related literature on resource-constrained scheduling is briefly reviewed first.
Formwork Sub-contractor Site 1 Site 2 Site 3
Bar-bender

Rebar Sub-contractor

Concrete Sub-contractor

Figure 2: Case Study Example of a Functional Organization

2. Literature Review
2.1 Overview of Project Scheduling In project scheduling, critical path method (CPM) is the most popular scheduling method. The resulting network schedule facilitates tracking project time and cost, contributing significantly to planning, control, and performance monitoring of construction projects. Despite CPM may require a large number of activities to represent the project in a network diagram, the resource-loaded CPM provides the flexibility to model the precedence and resource constraints in our problem definition. Existing CPM scheduling software systems largely run on precedence diagram method and adopt heuristic rule on resource leveling. These scheduling systems cause potential float mistakes with the constraints of resource availability and activity interruptions and do not provide any optimization functionality of resource-constrained scheduling (Kim and Garza 2005, Lam and Lu 2006). As it does not guarantee shortest project time under a resource-supply-and-demand scenario, it is rare to evaluate 407

alternative resource demand and supply options, aiming at finding the optimum in terms of time, cost, or time-cost tradeoff. 2.2 Optimization Techniques Compared with conventional mathematical programming techniques and heuristic methods, evolutionary algorithms hold the potential to provide a useful decision-support tool in tackling the complicated, stochastic problem of project scheduling with resources constraints. Evolutionary algorithms follow a stochastic search strategy on a population of individuals, each representing a possible solution to the problem. Genetic Algorithm (GA), which is conceptualized by John Holland in the 1970s, is the most popular evolutionary algorithm in research related to the optimization of construction scheduling (Hegazy 1999, Feng et al. 2000, Chan and Hu 2002). Particle Swarm Optimizer (PSO) is another evolutionary optimization technique proposed by Kennedy and Eberhart in 1995. The basic idea of PSO was inspired by natural flocking and swarm behavior of birds and insects. PSO shares the ability of GA to optimize arbitrary nonlinear functions, but boasts a much simpler implementation mechanism. While PSO requires less computational bookkeeping and generally only a few lines of code, it clearly demonstrates good possibilities for widespread use in electromagnetic optimization (Boeringer and Werner 2004). One recent research is that Zhang et al. (2006a and 2006b) introduced PSO technique in solving resource-constrained project scheduling problems. Note resource allocation is an attempt to reschedule the project tasks so that a limited number of resources can be efficiently utilized while keeping the unavoidable extension of project to a minimum. On the other hand, the basic idea behind the time/cost tradeoff analysis is to find the most cost efficient option for carrying out activities so as to complete a project within an optimal time period. Apart from the single objective optimization, a multi-objective optimization analysis integrating resource allocation with time/cost tradeoff is justifiable before the implementation of construction works. Several multicriteria optimized models to search the optimal combination of construction durations, resource amount, and minimum project costs have been introduced (Leu and Yang 1999, Leu and Hung 2002). In this research, a model for organizing and scheduling limited skilled labor resources of a specialist subcontractor is proposed. This paper also introduces a computer system called Simplified Simulationbased Scheduling (S3) resulting from Lam (2007) and Lu et al. (2008) to solve the problem of skilled laborer scheduling in a multi-project context. The typical bar benders job scheduling was chosen in the case study. PSO works as the searching engine underlying S3 (Lu et al. 2008). Figure 3 shows how PSO interplays with the CPM network analysis during optimization. The optimization approach follows a stochastic search strategy on a population of individuals, each representing a possible solution to the problem. Once all the members of the population are assigned with fitness values (i.e. project duration), a selection process is carried out where better individuals (higher fitness value) stand a greater chance to be selected for further evolution. The whole process is repeated with this new population until some termination criteria is satisfied. The problem formulation and optimum solution consider (1) limited resources available (as in resource allocation) and (2) alternative method options (at activity level as in time-cost tradeoff.)

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CPM network analysis under resource constraints B A C D

Particle Encoded

Particle Evaluation

i ty t iv it y Ac rior p

M op etho tio d n

Particle Evolution PSO Algorithms Global Best vs. Local Best

Project duration

Resource limit

Figure 3: Optimization Approach of S3

3. The Bar Benders Job Scheduling Problem

The problem of labor resource management and scheduling under the matrix organization structure identified above can be formulated as a resource-constrained scheduling problem, factoring in the following constraints: 3.1 Technological Sequence The technological sequence is defined by precedence relationships between construction activities. Constructing different reinforced concrete components (i.e. foundation, slab or column) requires different technological sequence. For example, the general sequence of erecting column is fixing rebars, succeeded by installing formwork, then by concreting. For concrete slab or beam construction, the sequence of installing formwork, succeeded by fixing rebars, then by placing concrete needs to be followed on one building cycle. When the site is handed over from one specialist subcontractor to another, the main contractor or the client would not like to see any stoppage to progress at a building site. Thus, it is important to maintain site work continuity and reduce chances of having idle days at one site due to labor resources being tied up at another. On the subcontractors side, good job planning should ensure the site will not come to a halt due to shortage of laborers. 3.2 Repetitive Building Cycles Repetitive building cycles at each site necessitate allocation of certain skilled labor resources to handle specialty tasks on a periodic basis. For instance, the number of repetitive building floors in constructing the superstructure of a high-rise at one site. Ideal scheduling will coordinate building cycles at multiple concurring sites, so as to make full use of specialist labor forces under subcontractors. An activity-on-node diagram is given in Figure 4 to depict both technological sequence constraints and repetitive building cycles at three concurring sites. The quantities of building cycles at three sites are denoted with n, m, and p respectively. Task identification code represent activity ID (F short for formwork, R short for reinforcement, C short for concrete), site ID, and cycle ID in sequence.

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F 1-1

R 1-1

C 1-1

F 1-i

R 1-i

C 1-i

F 1-n

R 1-n

C 1-n

ST

F 2-1

R 2-1

C 2-1

F 2-i

R 2-i

C 2-i

F 2-m

R 2-m

C 2-m

FN

F 3-1

R 3-1

C 3-1

F 3-i

R 3-i

C 3-i

F 3-p

R 3-p

C 3-p

Figure 4: The Repetitive Building Cycles on Three Concurring Sites

3.3 Alternative Method Options Alternative method options for tasking a building cycle at a specific site have different labor use requirement and time requirement. Identification of those options depends on site space available, experience and competency of laborers, and other factors relating to job conditions. For example, given the same work content on one floor at a building site, it may take one bar bender five work days or two bar benders three days to finish. At the job planning stage, the subcontractor needs to determine the best combination of options at each site such that his resource utilization across all sites is enhanced and his overall time/cost performances are improved. 3.4 Quantity of Skilled Laborers The number of skilled laborers the subcontractor needs to hire constitutes the resource limit in his job planning. Hiring fewer laborers will cause resource shortage, resulting in site progress stoppage due to unavailability of laborers. Hiring more laborers will possibly lead to shorter project duration while increasing the total direct cost, particularly, the non-productive labor cost due to resource idling. This is a critical planning decision that should be weighed against the resource utilization and overall time/cost performances.

4. Case Study
A reinforcement subcontractor has three building sites, and each site has a number of building cycles, or floors, each with its own sequence of tasks. In general, the duty of bar bender includes cutting, bending and fixing reinforcement steel bars according to drawings and bending schedules. For demonstration, the case study is applied for constructing slabs in buildings. Construction technology requires that the reinforcement task be done after the formwork is completed but before the concrete pour starts. For example, reinforcement for the first floor slabs commences after erecting the first floor slab formwork. In Table 1, the site start time represents the time when the main contractor hands over the site for subcontractors to commence repetitive building floors at each site. The number of floors (working cycles) at each site is also known. In addition, the Formwork cycle duration and Concreting cycle duration at each site are estimated by the formwork subcontractor and the concrete subcontractor respectively. The cycle durations result from job planning decisions and represent commitment by corresponding subcontractors. Table 1: Activity Duration of Construction Sites in Case Study
Site 1 2 3 Site start time 0 0 3 No. of working cycles 5 3 3 Formwork cycle duration 3 6 6 Concreting cycle duration 4 5 3

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The reinforcement sub-contractor considers possible alternatives for getting the job done at each site: e.g. for one floor cycle at site 1, he could use 1 laborer for 4 working days or 2 laborers for 2 working days. Decision on alternative options depends on work content, work space available, labor resources available, and experience and competency of laborers. In general, the larger amount of manpower, the shorter is the activity duration (reinforcement). In this case study, we assume there are two alternatives for each construction site as given in Table 2. Table 2: Alternatives Summary of Three Construction Sties
Site 1 2 3 Alternative ID 1A 1B 2A 2B 3A 3B Rebar Cycle duration (d) Laborers required

4 2 8 6 5 3

1 2 2 3 1 2

Imagine that the subcontractor has hired three bar-bending laborers on a relatively permanent basis and he pays a bar-bender HK $900/day (7.8 HK$ equal to 1 US$). The labor cost is calculated to include the labors productive time and non-productive time over the total job period. The project daily indirect cost is assumed as $1000. A laborers productive time is distinguished from his non-productive time over the total job period. Note, laborers could do nothing on some days, because of the formwork or concreting activities being undertaken at sites. It is important to point out, however, that this waste in the use of resources is not caused by the laborers being intentionally idle. Rather, it is down to the subcontractors inefficiency in scheduling the work. Thus, the scheduling system should allow the contractor to see the economic impact of different combinations of alternatives on the resource allocation plan. 4.1 Fixed Quantity of Laborers Fixing the quantity of laborers deployed to be three, [i.e. the subcontractor hires three laborers only], the computer-produced solution suggests that the minimum shortest project duration of 57 working days occurs when method combination (1B-2B-3A) is applied, meaning the 2 laborers do one cycle for 2 days at site 1; 3 laborers do one cycle for 6 days at site 2; and 1 laborer completes one cycle for 5 days at site 3. And, the corresponding project cost is $126,000. The detailed laborer allocation schedule is shown in Figure 5, which could be followed by the subcontractor to assign his labor force to different sites on a day-by-day basis.

Figure 5: Repetitive Bar Chart of Bar Bender for Scenario 1 (Fixed Quantity of Laborers) The above optimum solution is based on the notion that any method option is feasible. In case practical job conditions restrict method combination at each site as 1A-2B-3B, the shortest project duration possible extends to 70 work days by employing three bar benders and the corresponding total cost also increases to $ 139,500.

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4.2 Flexible Quantity of Laborers From the standpoint of subcontractors, completing task on schedule is paramount to their reputation and competitiveness. If the subcontractor could hire more laborers (say 3, 4, or 5), he wonders whether he could get all jobs in shorter time. The computer solution suggests that it is possible to cut the project time by 6 working days (i.e. 51 days total project time), given 5 laborers are hired and the method combination of 1B-2B-3B is implemented at individual sites. So this could be the crash solution if the subcontractor is under pressure to reduce the project time. Since 2 extra laborers are employed to accelerate the working progress, the project cost also increases to $185,400. The detailed laborer allocation schedule is shown in Figure 6, which could be followed by the subcontractor to assign his labor force to different sites. Upon assessing these different scenarios, the subcontractor can adopt the best strategy to his own advantage.

Figure 6: Repetitive Bar Chart of Bar Bender for Scenario 2 (Flexible Quantity of Laborers) 4.3 Resource Calendars imposed for Execution The above time-cost-resource analysis simply runs on work days in order to simplify scheduling calculation. In reality, the project manager has to consider the calendar constraint since the laborer resource can have its own calendar specifying work vs. non-work days (i.e. laborers work on six workday weeks, taking Sunday off; 1st October is the public holiday). To facilitate the implementation of the job plan, calendars constraints are added to translate the schedule into a realistic, actionable plan. The job planning should be able to aggregate the non-work days of multiple resources involved in an activity and delaying the early finish time of the activity accordingly. The basic ideas of imposing resource calendars on a resource-loaded schedule are elaborated by Lu and Chan (2004) and Lam and Lu (2006). After loading calendars to the 51-day and 5-laborer optimum schedule, project duration becomes 63 calendar days, as given in Figure 7

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Figure 7: Resource Bar Chart of Bar Bender for Scenario 3 (Considering Resource Calendars)

5. Conclusion
To improve resource utilization and lower project cost, skilled laborer management in handling concurring building projects is an important issue for project managers. In this paper, a novel approach is presented to address in the challenging problem of single-skilled labor resource management and scheduling in multiple construction sites. This paper also introducess the use of a computer system to carry out resource, time and cost-integrated project scheduling analysis under resource-availability and activity-interruption constraints. The problem of skilled laborer scheduling in a multi-project context is elucidated with a case study which allocated bar-bender resources to three concurring sites. The schedule results obtained indicate that the computer tool is capable of producing optimum project schedule outputs under different combination of method options at each site. The computer scheduling tool is capable of assisting a project manager in configuring least costly, most productive labor force in meeting given demands at a number of construction sites. In conclusion, the computer-based resource planning approach can lend effective support to analyze and predict the performance of complicated skilled laborer management planning.
ACKNOWLEDGMENTS

The research presented in this paper was substantially funded by an internal research grant of the Faculty of Construction and Land Use, Hong Kong Polytechnic University for promoting cooperation with the University of Maryland. We especially express thanks to Dr. M. Skibniewski, the University of Maryland, for his efforts in facilitating research exchange in construction engineering and management between Hong Kong and US.

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6. References
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