Downgrading Construction Incidents
Publication: Journal of Construction Engineering and Management
Volume 109, Issue 2
Abstract
The financial losses resulting from various incidents on typical building construction sites are reported. Field data was collected on three sites over a period of nine months. Incidents were recorded by three observers on a daily basis including data on the cause of the event, the direct losses incurred and the contractors involved. The 658 incidents reported were analyzed to determine the general characteristics of incidents, the level of field control possible and the incident costs. Overall losses on the individual sites are compared while combined results for all three projects are examined. Particular attention is paid to safety‐related incidents. Limitations of the monitoring program are discussed. The results indicate that downgrading incidents are responsible for a substantial loss on construction projects, however, the observations show that most losses could be eliminated through up‐graded on‐site management. Recommendations are made for reducing the losses by improving such management functions as planning, scheduling, follow‐up, equipment maintenance and problem documentation.
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References
1.
Borcherding, J. D., Sebastian, S. J., and Samelson, N. M., “Improving Motivation and Productivity on Large Projects,” Journal of the Construction Division, ASCE, Vol. 106, No. CO1, Proc. Paper 15272, Mar., 1980, pp. 73–89.
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Rivers, D. E., “An Investigation of Downgrading Incidents on Typical Construction Sites,” thesis presented to the University of Waterloo, at Waterloo, Ontario, in 1981, in partial fulfillment of the requirements for the degree of Master of Applied Science.
5.
Samelson, N. M., and Borcherding, J. D., “Motivating Foremen on Large Construction Projects,” Journal of the Construction Division, ASCE, Vol. 106, No. CO1, Proc. Paper 15276, Mar., 1980, pp. 29–36.
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Copyright © 1983 ASCE.
History
Published online: Jun 1, 1983
Published in print: Jun 1983
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