Problems in the construction industry are often explained by the global situation, pandemics or economic uncertainty. Petteri Ovaska, foreman at Lapti Oy, wants to change the direction of thinking.
“If we don't change our own practices, it's pointless to wait for someone outside to fix the situation,” says Ovaska.
Construction problems, quality defects, schedule pressures or safety deficiencies cannot and should not be surprises. They are often the result of leaving basic things undone. Ovaska's operating philosophy is simple: "When things are done properly, problems can be avoided."
Frameworks for the productivity of a construction project are already created during the design phase
Ovaska, who works as a foreman at the Minna Canth school project in Kuopio, emphasizes the importance of foresight in the success of a construction project. Productivity is often assessed after the construction phase is over: whether the project was on schedule or on budget, and whether the project went as planned. According to Ovaska, the keys to a project's success are determined already in the planning phase.
"This way, we can influence things that are important for the smoothness and productivity of implementation, including occupational safety,” Ovaska emphasizes.
Ovaska was involved in the Minna Canth school project already in the planning phase. The project was examined from the perspective of production flexibility and cost-effectiveness. Changes were made to the structural solutions and foundations. Structures planned to be built on site were replaced with element solutions.
Choices are not made solely for cost reasons. It is about overall management and plans that enable flexible and safe implementation.
The schedule is flexible.
In Kuopio, school construction is progressing as a KVR contract, following traditional diagonal and linear schedules, to which Petteri Ovaska has introduced the idea of synchronous production.
The schedule is flexible. “We strive to ensure that there is something being built in every space on the construction site all the time. The start of work is not postponed because of calendar entries,” Petteri describes the principles. “We have instilled in everyone the idea that when it is possible to do the work, it will be done.”
Delays must be addressed in a timely manner
Ovaska believes that the schedule can be tightened if necessary without compromising quality or safety. “It has to be done in the right way, for example by segmenting work phases or adding resources to the right places.”
"For example, in the partition wall work at Minna Canth School, we decided to use two work teams instead of one. At some stages, even a third team was needed. The same applied to the painting and leveling work.”
Delays are viewed with caution.
""A week's delay is still tolerable. After that, we need to react, not with panicked solutions or hasty rushing," says Ovaska, emphasizing a controlled approach.
People and coping are part of the project
For Petteri Ovaska, foresight doesn't just mean schedules, efficiency or technology, but also people. Resources, including vacations, are planned in advance as part of the project.
""It's not just about planning the construction, it's about the whole thing. People are involved in it."
"When people and their wishes are taken into account, and when they are given the opportunity to recover, coping improves significantly. Well-being at work, healthy lifestyles, sleep, exercise and diet are reflected in the quality of work, the working atmosphere and occupational safety,” says Petteri Ovaska, who himself takes care of his health, runs and goes to the gym regularly, and plays football and golf.
Leadership is a key issue
Ovaska has observed that many construction sites live from hand to mouth. It is not predictable. Problems arise whose root causes are not found in the workers, materials or external factors, but in poor management or the lack thereof.
"Ultimately, all responsibility lies with the general contractor and the project management.”
Leadership on a construction site is about leading people, managing entities, and clarifying responsibilities as early as possible.
Partners, division of responsibility and leadership are crucial
The success of a construction site depends on the choices made in the initial stages: “Which tasks are we going to do ourselves, and who are we going to choose as partners,” Ovaska reflects.
He recommends taking the time to choose a partner and doing background research. When choosing a subcontractor, the price-quality ratio is decisive. The content of the project must be precisely defined before implementation. “It’s not just what is done that matters, but how the work is divided and how people are managed.”
"It is important that things are also discussed at the level of the creators, not just at the level of salespeople or management. The creators need to know how the work will be carried forward and what condition the conditions need to be in.”
In site management, responsibilities are chained. Everyone is responsible for their own part. The next one does not start until the previous one has been approved. Responsibility does not disappear, it is just divided.
"The foremen's job is to stay on top of things at all times."
Work stage inspections and work approval are important. Every company has its own systems, but the principle is the same: the work is accepted. According to Ovaska, this is where fatal oversights are often made.
"If things were done properly, many quality errors would not occur at all. Instead, when errors are noticed afterwards and then people wonder why they are being reported in the media, for example."
It's easy to blame the subcontractor, but Ovaska's question is different: Why didn't anyone follow up along the way? Daily monitoring prevents errors from accumulating.
Development is an everyday activity
Ovaska believes it is good that development ideas are constantly emerging from subcontractors, supervisors and workers. It is essential to know how to listen and warm up the atmosphere of the construction project so that it is favorable to implementable ideas.
It's not always about major reforms or systems. Just the fact that everyone remembers to clean their workstation at the end of their work period is, in Ovaska's opinion, a major individual improvement to everyday life on the construction site.
Logistics brings efficiency to operations
The Minna Canth School construction site has streamlined construction and switched to using an external logistics provider. The builders have been able to focus on their own core competencies. For example, the partition wall team members no longer carry plasterboard to their workstations. This is handled by logistics. The task of logistics is to take care of material flows, bring construction material to the workstations and remove excess material after the work phases are completed.
"Each construction site and region can choose the most cost-effective solution for themselves. “The essential idea is: a professional’s time doesn’t have to be spent transporting and moving goods.”
Everyday logistics brings concrete schedule benefits, improves occupational safety, and calms down the entire construction site.
"All of this should ultimately serve the customer. When the work is done well and the customer is satisfied, trust is created – and good work tends to carry you forward.
A sense of community is created at the beginning of the project
""Creating and maintaining a good team spirit is the most important thing in everything we do," says Ovaska, the responsible foreman.
""It's generally nice to come to work when the site is clean and safe. Everyone can focus on their own work."
A sense of community does not arise by chance. It is purposefully built once the project has started.
Ovaska compares the construction site team to a sports team. “You don’t need ten goalkeepers or ten center forwards on a team. You need the right players in the right roles on a construction site and they need to have the opportunity to enjoy what they’re doing. People who genuinely want to work together.”
"We are building practices and partnerships that will also carry over into the next projects.”
The background is clear fundamentals: open and continuous discussion and the same rules for everyone. The end result is most often a high-quality, clean, safe and also economically viable construction site. When work is well planned and managed, it is reflected in well-being and enjoyment at work. The materials are in place, work does not have to be stopped constantly, and the work is smooth.
""It's not about what the schedule looks like. What's crucial is how it is managed in everyday life," Ovaska says.
To one carbon
Construction productivity is not about individual methods, systems or schedules. It comes from managing everyday life and getting the basics right, giving people the opportunity to succeed. There is trust and a common direction on the job site. When teamwork is strong, work is carefully planned and work is managed consistently, quality improves, safety is strengthened and schedules are met.
Minna Canth's school construction site is proof that productivity is not born from rushing or talking, but from how people on the construction site meet each other and collaborate.
Text and photo: Heikki Luukkonen