Step By Step Guide to Applying Choosing By Advantages

Choosing by Advantages (CBA) is a collaborative and transparent decision making system developed by Jim Suhr, which comprises of multiple methods. CBA includes methods for virtually all types of decisions, from very simple to very complex (Suhr 1999). Perhaps the most used CBA method is the Tabular Method, which is used to choose among two or more mutually exclusive alternatives that are not of equal cost. Examples of decisions where a team needs to choose from mutually exclusive alternatives are in everyday business include: choosing a building material, a general contractor, an equipment, a building design, and who to hire. The CBA Tabular Method can be used for moderately complex to very complex decisions, allowing for documenting these decisions in a transparent fashion.

The main purpose of the CBA method is to help decision makers to differentiate alternatives and to understand the importance of those differences. In CBA, decisions are based on advantages of alternatives, which are positive differences, not advantages and disadvantages; this avoids double counting. For example, let’s say John is 6 feet high, and Peter is 5 feet high, the difference in height is one foot. If we use the rule “the taller the better” as criterion for judgment, one foot difference can be seen as an advantage of John or a disadvantage of Peter. Therefore, in CBA we only count the one feet difference as an advantage of John.

Then we will find other differences between Peter and John, such as difference in speed or power, and we will set criteria for judgment to describe those differences as advantages. Once the advantages of each alternative are decided, decision makers need to assess the importance of these advantages by making comparisons among them. By following the CBA method, decisions are anchored to relevant facts, and decisions are particular to a given context, such as choosing a Basketball player for the school team.

In order to explain how to use the CBA Tabular Method, I will introduce a very simple example, explaining how Andy, a young engineer, chooses a car to buy following the CBA Tabular Method in 7 steps (Figure 1).

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Applying Lean Thinking to Improve Safety Performance in Construction

The construction industry remains one of the most hazardous industries in the United States in terms of the number of occupational fatal and non-fatal injuries. In 2014, 874 fatal work-related injuries were reported in the U.S. construction industry1. Even though construction workers historically account for only about 5% of the overall U.S. workforce, the construction industry accounts for approximately 20% of the total occupational fatal and non-fatal injuries2.

Numerous studies have indicated that the high incident rate in construction can be influenced by the design of projects. For example, 42% of 224 fatalities in the U.S. construction industry between 1990 and 2003 were linked to decisions made during design, before the start of construction3.

To curb the high number of fatal and non-fatal injuries, safety management strategies are emphasized by construction stakeholders. Firstly, safety management involves preparing a plan to ensure that all safety hazards and risks are identified, assessed, analyzed, and then mitigated. This step is aligned with lean thinking where design and construction processes are streamlined to eliminate waste and maximize value.

Workplace accidents can have negative impacts on cost, schedule, and quality. Therefore, it can be argued that improving workplace safety is a form of waste reduction and value generation. According to the “hierarchy of controls” (HoC), eliminating construction hazards at the source is the most effective means of improving occupational safety4, as shown in Figure 1. HoC, in this regard, is defined as a means of determining how to implement the most practicable and effective safety controls on the jobsite to control safety hazards4.

By examining the graphical pyramid (Figure 1), consistency between lean thinking and safety management principles appears evident. However, eliminating safety hazards at the source, a.k.a., Prevention through Design (PtD), requires modifying the facility design prior to construction operations. It is worth noting that PtD encompasses the concept of protecting construction workers by addressing their safety during the design process5. In that aspect, lean design practices appear on the surface to touch on this critical subject because they promote the early involvement of specialty contractors and frequent team communications between project teams, particularly between design and building professionals.

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Comparison of Sources of Waste between Construction and Manufacturing Industries

Prior research has investigated the sources of waste in order to gain better understanding of waste in production systems and to promote the use of lean methods [1]. The study considered two types of waste, operational waste and organizational waste. In comparison with the manufacturing industry, the three peculiarities of construction, specific customer, site production, and temporary organization are acknowledged[2]. This article will give you a summary on the different sources of waste between construction and manufacturing.

Source of Operational Waste

A product of the construction industry, such as a building or a house, is produced on a construction worksite. Once materials are delivered to the site, they don’t leave the site and only wait to be consumed. After completing the project, a contractor needs to hand over the finished product to the client in the same location as where the construction worksite is. Therefore, it is necessary not only to ensure the product’s quality, but also at the same time to develop the living environment for users of the product during the construction process. These conditions lead to differences in supply chain management and managerial control, compared with operations within the factory environment, which provides finished products to the market that is accessed by end users.

The size of the managed resources, including materials and machines/equipment/facilities, on a construction site is usually much larger than in the case of the manufacturing industry. Depending on the nature of tasks, construction professionals may track the progress of a project by calculating the amount of materials/components constructed or installed. However, similar control is carried out using the number of finished products in the case of a factory. The same production lead time approach as in the manufacturing industry can be used in the construction industry by dividing larger tasks (i.e. building or floor) into smaller work chunks or even into smaller areas (location-based planning and control). Such a difference in the physical and temporal scales of management resources brings the result that in construction, a reliable picture of the whole of production, and progress against plan, cannot be confirmed at a glance.

In addition, there is the general principle that the more there is repetition, the easier it is to reduce variability. In factories, many repeated operations are included in the mass production system, catering to mass consumption. In the construction industry, this principle is confirmed in operations when constructing a building which consists of multiple rooms with exactly the same structure. Table 1 summarizes the mentioned differences in the attributes of a production system between the two industries.

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Cottagecore : The Wellness Trend of 2021

This pandemic has inspired many things, but what it made us realize the most is to spend more time at home, and spend it as wisely as possible. What contributes to positivity and a general feel-good emotional experience can vary person to person. However, it seems more and more people are into the ideas of going back to nature, getting rid of plastics, and using or creating sustainable and eco-friendly products in the home themselves. These simple acts of going back to simpler times in modern homes has given birth to the trend of ‘cottagecore’. The name itself suggests that this is a cottage-inspired interior that blends modern and rural activities that contribute to your wellness. The trend has taken people by storm and here are a few reasons why!

Romanticized Rural Living

If cottagecore became Instagram and Pinterest-worthy, it was because of this! As people wanted to deploy more greens into their home during lockdown and isolation periods, they turned to gardening in their spare time. The result included mini gardens that looked straight out of a countryside cottage. Thus, the first step to cottagecore living is to incorporate more greens in your home! While you cannot manage elaborate beautiful gardens like the old romantic days, you can add plants here and there in your home and create romantic vibes. Think climbing plants, flowering plants, or vegetable patches. However, to truly live the cottagecore life, you have to tend to these plants without modern technologies and products such as pesticides or fertilisers, and go for completely organic methods. Comforts of a modern home and a little bit of hard work behind gardening equals a wellness-inspired and balanced lifestyle.

Organic and Sustainable Ways

The previous generation worked hard to get to the modern era we live in, only for the current generation to go back to older times. Nowadays, it is preferable to wear and use clothing materials that are easy to wash and easy on the eyes too. This includes linens, quilts, knit blankets, stone-washed or organically sourced cottons. People now avoid synthetic materials such as velvet and polyester and opt for shine-free, simple and soothing clothing for fashion. Learning sewing and embroidery or making cute pillows has become a favorite hobby for many.

Beauty in Simplicity

Cottagecore fans recognize the importance of a simple life. Instead of giving into processed food items, people are now more interested in making butters, bread, or jam at home on their own. Although this slows life down, it allows you to enjoy life more steadily and truly appreciate the outdoors. Opting for homes with proper ventilation and sunlight has become a norm, as the health benefits of sunlight and breeze are now better understood among those living in the concrete jungles of cities.

Old-World Charms

We are quite familiar with countryside artworks, since the heart of our nation is our villages. Artists love the peaceful look of villages, and you can bring that your cottagecore-inspired home. Include vintage artworks or paintings done in traditional styles to remind you of the countryside life. Stone and wood items were used back in the day, and you can use them too! Stone or wood decor items or kitchen utensils and props are a great start. Serving dishes could be stainless steel or wood. You will still have the modern stove, kitchen hood, and electrical appliances but these elements put the cottagecore aesthetic in its place. For example, your furniture or rugs and towels could be of rustic colors with traditional motifs and intricate craftsmanship that were popular decades ago.

These are just some of the reasons why Cottagecore has become so popular. It has greatly influenced buying decisions, as homeowners now want more than just four walls. They want a complete lifestyle dedicated to their wellbeing within modern homes, which will include perks such as greenery, big outdoor space, community activity space, landscaped walkways and rooftops, etc along with modern smart home features. You could check out bti’s Wellness Communities Collection if you too are looking for the Cottagecore lifestyle.

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In its latest announcement, the Victorian Government says restrictions in the sector will ease from midnight on Monday.

Under the plan:

All workers will need to carry an authorised worker permit and have had at least one vaccination dose
All construction sites state-wide must have at least one fully trained COVID marshal whose job it will be to ensure compliance with Chief Health Officer directions
Prior to reopening, operators will be required to attest that they have implemented the CHO directions and every site will need to have an up-to-date vaccination register available for compliance checks at all times. In order to make this process as easy as possible, an online portal will soon be available on the Service Victoria website so these documents are accessible for both the operator and compliance teams.
Crib facilities may be used for the consumption of food and drink with strict density requirements and additional ventilation.
Small construction sites will be able to have up to five workers plus a supervisor
Large construction sites may have up to 25 percent of workers on site. This will be able to increase to 50 percent where crib rooms meet best practice and the entire workforce is vaccinated.
Projects on the State Critical Infrastructure list will operate at 100 per cent as long as crib rooms follow best practice guidelines.
Subject to continued high levels of compliance by the industry, workforce caps will progressively increase. At our 70 per cent double dose milestone, large scale construction can return to 100 per cent of its workforce.
Caps will be removed when Victoria reaches its 80 per cent target, and in addition, all onsite workers must be fully vaccinated by 13 November.
Fully vaccinated workers can travel between metropolitan Melbourne and regional Victoria in order to work onsite.
Workers on state critical projects or large-scale construction can also travel between metropolitan Melbourne and regional Victoria if they have had a single dose, take an initial test before their first travel, then test twice per week until fully vaccinated.
To allow all sites to remobilise, workers who have had at least one vaccination dose will be able to enter a site prior to 5 October in order to undertake crib facility improvements, participate in a reinduction or receive deliveries.

The government has provided further information on a frequently asked questions page.

In a statement, Victorian Treasurer Tim Pallas said the industry was expected to comply with the directions in full.

Teams of Authorised Workers will conduct checks to enforce directions whilst penalties will apply for builders and site operators that do not comply.

These penalties will include site shutdowns for significant or repeated breaches.

Building and property industry lobby groups welcomed the announcement.

Master Builders Victoria CEO Rebecca Casson said the past two-week shutdown had been extremely challenging for many of MBV’s members unable to work but most can now look forward to getting back on the tools next week.

Casson said the Master Builders had worked with other industry associations and unions over the long weekend on the plan’s development.

“It was a very positive meeting with excellent engagement from the Victorian Government and it appears that, despite yesterday’s high COVID-19 case numbers, our sector is on track to re-open on 5 October which is a win for our industry,” Casson said.

“Over the last week or so, we have had excellent engagement with the Victorian Government, including Treasurer Tim Pallas, Minister Jacinta Allan, and Minister Martin Pakula.

“They, like us, have had a sharp focus on re-opening our industry and getting our members back to work.”

Others agree.

“It’s a huge relief that the residential building industry will be back to work on 5 October as planned,” said HIA’s Victorian Executive Director, Fiona Nield.

“HIA has continued to work closely with the Victorian Government to prepare for the reopening of home building sites in metropolitan Melbourne and the other locked down regional areas such as Mitchell Shire and the City of Latrobe.

Property Council of Australia Victoria Executive Director Danni Hunter said the decision to reopen would enable 320,000 Victorians to return to work.

Hunter said it was now up to the entire industry to work to embed the best possible standards on site.

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Construction Firms Must Lift Game on Safety and Mental Health

Firms in building and construction throughout Australia are lacking in efforts regarding workplace safety and mental health, the latest research has found.
Conducted by ACA Research on behalf of construction project management software firm Procore, the survey of 161 respondents highlighted the current state of play in regard to safety and wellbeing practices on Australian construction sites.

It found that practices were lacking in several areas.

In particular:

• All up, less than half of all firms provided safety training for workers when joining the company (48 percent) or at regular intervals during the year. Meanwhile 37 percent provide training upon commencement of high-risk jobs whilst 21 percent provide training following an incident.
• Less than half of all firms have strategies in place for mental health (36 percent), stress management (33 percent) or working time reductions to relieve mental stress (28 percent)
• In many cases, workers themselves are being blamed for those incidents which do occur. When asked why accidents occur, respondents most commonly cite a lack of care from workers themselves (74 percent) and workers taking unnecessary risks (71 percent) as contributing factors. Only around a third nominated a lack of either supervision or training. Whilst some accidents may indeed result from individual complacency, this result may indicate a tendency to attribute responsibility to individuals rather than to understand and address underlying issues which may contribute to potential hazards.
• One third (34 percent) of all respondents still use paper records to track and manage safety on site. A further 42 percent use manual spreadsheets whilst one quarter (24 percent) use specialist safety software.
• Less than half (approx. 45 percent) of all respondents use either company or site inductions to manage safety. Only between 27 percent and 42 percent of firms use safety management responses such as project specific safety plans, toolbox talks, proactive inspections and audits, regular safety analysis and reporting, equipment management tools or solutions, leading indicators of safety performance or lagging indicators of safety performance.

In another finding, the research found that efforts to maintain safety and wellbeing have diminished in terms of priority during the pandemic.

Whilst three quarters of respondents agree that achieving an accident-free workplace remains one of their top priorities, as many as 30 percent and 26 percent say that budget and time considerations rank as higher priorities compared with safety.

Not surprisingly, the research also uncovered a gap between larger and smaller firms.

Amongst firms with more than 100 employees, almost 60 percent have mental health strategies in place. Meanwhile 52 percent have policies for stress management and 38 percent have policies for working time reduction.

Amongst smaller firms, by contrast, the number who have any of these falls to less than 20 percent.

Whereas two thirds (66 percent) of larger firms use specialised software to manage safety, meanwhile, almost six in ten (58 percent) small firms still use paper based records for this.

Even simple mechanisms such as toolbox talks are used in nearly sixty percent of large firms but only just over 30 percent of small firms.

The latest results come as the construction industry has made progress in improving physical safety over recent decades but is lacking in efforts to address mental health concerns.

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The Changing Role of Health & Safety In Construction

Ensuring health and safety in the workplace is already a critically important issue, especially within the built environment industry. Organisations or worksites that invest in occupational health and safety perform better, reduce turnover and help workers do their jobs more effectively. However, COVID-19 has prioritised workplace and safety like never before. Companies have been forced to act quickly and decisively to not only ensure the safety of employees but the day-to-day continuation of key projects. Even recently, construction sites in both Victoria and NSW experienced a snap shut down due to the number of positive cases linked to worksites across the sector. It has become clear that COVID compliance has become a significant part of workplace health and safety and that effective leadership and management within this space, will be critical for the built environment industry to complete the mounting number of infrastructure projects in the pipeline. Consequently, in conjunction with safe work month, Design & Build explore the shifting state of workplace health and safety within the built environment industry, and what will be a focus for the industry moving forward:

Like with the majority of industries worldwide, the construction industry had to adjust the majority of its processes and systems to minimise the risk of exposure and spread of COVID-19, such as physically distancing and additional hygiene and screening precautions. However, there are some unique factors within the industry that make implementing the necessary COVID-19 safety precautions difficult. For example, the nature of work being conducted means that certain tasks cannot be performed remotely and require workers on site. Sites traditionally will also have multiple pieces of communal equipment or machinery and especially on bigger commercial projects, will use personnel hoists and lifts for workers to travel across the worksite; all things that pose an increased risk of exposure to COVID-19. Consequently, on top of all the standard health and safety procedures occurring on a worksite, management and health and safety professionals also had to develop control measures to best minimise these risks, such as providing PPE to all workers on site where possible, limiting employee movement between levels and floors on-site where possible, managing and organising the regular cleaning of shared equipment, transit areas etc (Work Safe Victoria, 2021)[1].

Another unique challenge the built environment has faced during this time is the mounting pressure on the industry to deliver key projects. The industry is seen as a vital part of stimulating the post-COVID economy and there have been significant incentives from the federal government to start work on ‘shovel ready’ projects. For example, transport civil engineering projects to maintain road and rail networks across different states have been deemed ‘essential’ and have received considerable financial investment so that work can start immediately. Schemes like converting roads to cycle lanes, or the construction of new train stations have become a key focus for state governments, as they try to adapt to the new travel patterns arising from COVID-19 (Laverty et al.,2020)[2]. Because of the sheer number of mounting projects, it’s important that the built environment industry can develop measures that allow workers to work safely, while still in a flexible and productive manner that is better equipped to withstand COVID-19 outbreaks, snap lockdowns and even future pandemics. And building this level of resilience won’t be possible without effective health and safety practices and leadership in place.

What is Safety Leadership?

Safety leadership should exist at all levels of an organisation and across all industries. While the level of safety maturity will vary from person to person, the aim of an effective safety leadership program is to create a safer and more productive workplace through education and empowerment. An effective safety leadership program will appoint safety leaders at all levels (not just upper management) and across multiple segments. As these leaders develop their practices over time, they can pass their learnings on to others, motivating and empowering individuals across the business to improve and drive health practices and cultivating a culture of safety within the workplace[3] (Worksafe QLD,2020).

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4 Steps to submitting a professional Drywall Bid

Over the years, we have been speaking with 1000’s of contractors in the Drywall, Gyprock and Plastering trades, and we have learnt what has worked for them when submitting award winning bids.

We have also heard some nasty stories about contractors getting burnt because they have missed a small aspect of the job and have to honour the bid. While you are never going to be able to completely mitigate against missing something, the following 4 steps will allow you to consistently bid on and win Drywall jobs and take home a nice profit at the end of the day.

1. Respond to the contractor

It’s such an easy thing to do but when you get sent a job to price, respond to the contractor and say “thanks for the email, under the pump will have a price to you by Thursday afternoon. Whether it’s a contractor you have worked with for 10 years or a new lead, this establishes a line of communication and if there are any adjustments or clarifications you will be front of mind. And when you do submit your quote on time, subconsciously it reinforces in the contractors mind that you are professional and dependable.

2. Understand the job – Checklists 

Familiarise yourself with the plans and if necessary get clarifications. Seems obvious but we have heard of Drywall veterans submitting a price having had a quick once over of the plans but missing a key part in the finishing schedule which impacts the cost of materials. Avoid getting burnt by having a checklist that you go through meticulously. It’s so easy to go into autopilot and miss something obvious, if you have your checklist and you have to consciously run down through it to check off these key items then you will catch most small things from the start.

Here is a list we like to run through.

• What am I being asked to quote on?
• Installing track? What size etc
• Installing Insulation? What type?
• What type of board and for where?
• What is the finish between wall and ceiling?
• What is the finish at skirting / baseboard?
• What finish is expected on walls and ceilings?
• Are there any areas with finish over brick / block?

3. List inclusions, exclusions and assumptions.‍

The construction industry is tight and we want you to be able to maximise your margin and make the most profit for your company. With this in mind it is vital that you list your inclusions and exclusions on any quote you send out. Or if you have to make some assumptions to send out the quote they should be clearly listed as one of the first things in your quote. A lot of the time plans are not complete or else the engineering and architect drawings can contradict each other and so you can make reasonable assumptions based on your experience, but it is vital you list these out so you are not stuck with the bill if those assumptions turn out to be wrong. There are a few good reasons for this but mainly it is to avoid getting burnt when you arrive on site. If there is any disagreement you can go back to your original quote and point that you have accounted for, any alterations or additions will have to be done at a cost.  An example of what that might look like is as follows:

“Included in this quote is the following:

10mm Plasterboard to all New Walls as marked on Plans

10mm Span600 Plasterboard to Ceilings as per plan

Back Blocked Ceilings

3 Coat System

Ready for Paint”

It may not always be as simple as that but if you have the inclusions and exclusions clearly defined you will be less likely to have to wear the cost if any disputes arise, and you will have a good leg to stand on when working with the contractor versus the guy who just sent in a dollar figure. If you want to include marked up plans with your quote, we think that’s a great option as well and it makes you stand out from the pack.

4. Send your Bids on Company Letterhead 

It’s simple to get set up on and it makes you look professional. Send out your quotes on company letterhead with as much information as possible, its great branding and it instills a certain confidence in people receiving your quote. You can get set up on ConX with your logo, input your licences and business numbers and all of this information will auto populate on any quote you generate.

consted makes life easy when it comes to following these steps and submitting a winning quote. Get started with a 14 day free trial today here.

Find out how consted can help digitise your takeoffs,
estimating, quoting & ordering process.

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The 4 Best Construction Estimating Software on the Market

First things first it completely depends on the size of your company. A multinational company will have entirely different needs and budget than your small residential builder. Licenses for complex solutions can cost thousands of dollars per year per user but there are some really great, simple to use & affordable solutions also.

Another major factor to consider is, who will be using the software? Will it be a professional estimator who has completed a degree in estimating or a will it be a builder or sub-contractor looking to price a job after doing a days work?

Why would you need takeoff/estimating software?

“I spend too much time measuring plans and calculating labour and materials costs”

“I make mistakes when estimating labor & materials costs and quantities”

“I’m not great at creating professional looking quotes”

“My plans, quotes and material estimates are all over the place, and I need to store it in one place”

Estimating (large companies vs small)

In Australia 97% of construction companies are classed as small or medium (19 or less people). Up until recently there was no real software available for these smaller builders and subcontractors. The process of estimating/quoting manually from plans is time consuming and inefficient.

On the other hand estimating for large construction companies is entirely different. Companies like Lend Lease, Brookfield Multiplex and John Holland will have completely separate divisions for their estimating, and will strive to make the process as efficient as possible.

Let’s have a look at the various options out there, and see what is the best for you.

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Why Subcontractors Need to Own Their Construction Data

As new construction projects get underway, a routine practice is for general contractors to ask their subs to use software such as Procore or PlanGrid. The GC’s goal is to ramp up efficiency by making sure all parties stay on the same page with billing, RFIs, submittals, logs, photos, and various key performance indicators (KPIs).

After the job is finished, the GC can then analyze that historical data to do things better, faster, and cheaper down the line. Subs, though, usually have no choice but to say au revoir to the data relating to their portion of the project.

As a result, subcontractors too often miss out on the full benefits of project management and construction analytics software. Busier subs may be so focused on the present project—making sure things run smoothly right now—that “leaving the data to the GC” even feels like a relief.

COMO (Costs of Missing Out)

But for subcontractors, there is a problem with this status quo—namely, the costs of missing out on data analytics are increasing all the time.

Today’s construction-management researchers are hard at work on new approaches to analysis that stand to provide powerful competitive advantages to subs. The potential benefits here are eminently practical. They include things like reducing or eliminating the need to file liens against GCs due to payment delays (a relationship-ruiner if ever there was one).

Manideep Tummalapudi, a Ph.D. candidate in the construction management and education program at Colorado State University, is among those researchers. You have likely read about how collecting and analyzing medical data can lead to earlier and better interventions. Tummalapudi and his CSU colleagues are working on something similar with respect to the project data collected by subs and GCs.

The idea is to put real-world construction projects’ cash-flow curves under the microscope by collecting planned-versus-actual data on schedules, estimates, and billings from a diverse array of projects, as differentiated by type, size, and other characteristics. “We want to look at these various metrics and attributes so that we can better understand the kinds of patterns that emerge on successful projects,” the researcher explained.

With enough project data in hand, Tummalapudi says, predictive analytics should allow subs and GCs to dramatically improve their day-to-day project management.

“The subcontractor could say, ‘right now at this stage of the project, our cash-flow curve is looking like X, and we know from past patterns that it is likely for this project to be delayed,’” he said. “If you learn this in month two or three of the project using data, you can do what it takes to help the GC/subcontractor avoid delays and overruns. If you don’t know it’s happening until month nine of the project, you’re apt to lose time, money, and reputation.”

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