Publication Abstract




Proceedings of the 45th Annual Conference on Deep Foundations, 2020 - ONLINE , (DFI)

Switching from Monetary Process Management to Critical Success Factors Using an Appropriate Process Information System
Jochen Maurer, Dr. Christian Hoyme, Dr. Hans Regler

Currently, it is very difficult to obtain qualitative and quantitative information about the status and production process of a construction site. As a rule, companies depend on reports from on-site experts. There is no end-to-end digitalization due to the mobility of equipment and ever-changing locations. Equipment from different manufacturers, especially in special foundation engineering, is highly specialized. Any data collected by this equipment is recorded in proprietary formats and made available on the manufacturers' platforms. This exacerbates the situation, making simple analysis of performance indicators impossible. Most functions such as construction diaries, equipment utilization analyses, etc. are implemented only as standalone solutions. This does not allow for prompt visualization and intervention in critical process sequences because the construction site process is usually managed using a cost-based method. Furthermore, special foundation engineering requires a high level of expertise in an extremely wide range of construction processes. In this article, the results from a set of non-proprietary performance analysis tools are presented using numerous practical examples. Once a construction element is completed, the equipment data is immediately transferred to the platform using the latest cloud technology. Because the data is normalized, construction progress can be documented immediately, even for mixed equipment fleets. Bottlenecks can be immediately detected by visualizing the current performance of the production process, which is broken down into individual steps. Modern analyses of this equipment data improve quality, thereby providing better information about current performance. These sets of tools are essential for changing from the current monetary or cost-based method of process management to time- and bottleneck-oriented management. This makes it much easier to identify the critical path during projects. The article shows that processes can be documented and managed.


 article #3725; publication #1073 (AM-2020)