Safety Publications

Publication 1 - Process Performance Measurement in Safety and Quality
Karim, K., Davis, S., Marosszeky, M. and Naik, N.

Abstract
In Australia the measurement of safety and quality performance in the construction industry has mostly been in response to statutory requirements or client mandate. Consequently, the measures and Key Performance Indicators (KPIs) developed/used by the industry have invariably focused on outcomes rather than processes. Most of the outcome indicators have tended to give feedback well after the event and hence their main benefit has been to inform policy designed to improve future projects. Whilst being useful in monitoring the end result, these lag indicators fail to actually identify those weaknesses within the system that need to be modified in order to achieve improved safety and quality performance, nor do they of themselves directly stimulate improvement.

In order to overcome this limitation, this paper proposes a framework for measuring the performance of management processes as well as related outcomes, which is currently being trialed on two construction projects. The framework was developed to stimulate improvement on the projects through the comparison of key performance parameters. The performance measurement framework addresses three complementary issues - management system compliance, management response to identified problems and deviations from process plans and finally, process outcomes.

Publication 2 – Developing Effective Performance Measures for production control
Marton Marosszeky, Khalid Karim, Steven Davis, Nitin Naik

Abstract
This paper presents the lessons learned to date in a safety-performance benchmarking project, where the client funded research to develop measures that would drive improvement on two concurrent hospital construction projects.

The study shows the development of the performance measurement regime that was adopted and the complexity involved in developing effective feedback mechanisms for supervisors and workers on site.

This work is still in progress and each week the research team and the project team gain new insights into the difficulties that are faced in any attempt to transform the construction workplace.

The process to date has been crudely modelled, however it has to be recognised that such models are not generic, rather they reflect the particular process on a project.

Publication 3 – Developing Effective Performance Measures for production control
K. Karim, S. Davis, N. Naik, M. Marosszeky

Abstract
In construction safety, the traditional cycle of plan-do-check-act is deployed at a macro level in that planning occurs prior to project commencement. Systems are then put in place for project execution, and the check (review) is based on overall project outcomes such as Lost Time Injuries (LTI) etc. that is then used for planning for subsequent projects. This type of performance review results in relatively long and fuzzy feedback loops. It is postulated that safety performance in construction may be improved by shortening the feedback loop based on a three point performance review within the currency of a project. Effective safety management comprises conformance to management plans and quick management response to problems that occur during the process. Consequently, it was proposed that there should be a continuous review of, and feedback based on, these two elements as well as process outcomes (e.g. recurrence of errors) and accidents (e.g. Lost Time Injuries). This not only accelerates the feedback, but also provides more in-depth guidance for root cause analysis. This proposal was implemented on two construction sites and data gathered through direct observation and participation, document analysis, and site safety surveys. This paper presents an analysis of the data obtained during the trial. The case studies show that even when planned activities were being carried out, they were not necessarily meeting their intended objectives. The accelerated feedback resulted in identification of a new performance measure, which in turn led to new arrangements for induction and application of financial penalties.