Improvement of productivity in construction has been a major industry challenge, given its high impact on project results. It has received increased attention from construction researchers promoting different enhancement actions, since analyzing factors affecting labor productivity is an instrumental part in this process. This paper focuses on identifying and understanding the productivity factors affecting projects in a Chilean construction company on the basis of questionnaires administered to both direct workers and midlevel employees. Analysis of the questionnaire results helped to determine organizational and managerial weaknesses and facilitated comparison of the findings with previous productivity studies. The results proved to be useful in developing recommendations for productivity improvements. The main findings indicate that the critical areas affecting construction productivity were related to materials, tools, rework, equipment, truck availability, and the workers’ motivational dynamics. These results are similar to those obtained in previous studies in the United States and in Chile. Salary expectations were found to be the main reason for turnover in the studied company, which was an aspect not mentioned in previous studies. Finally, additional analyses seem to show that some factors affecting productivity are common to construction projects across boundaries, therefore validating data aggregation and the possibility of learning from experiences in different locations and even separated in time of occurrence.

An improvement methodology is proposed for the design process in construction projects. Based on concepts and principles of lean production, the methodology considers the design process as a set of three different models—conversion, flow, and value. Four stages are necessary to produce improvements and changes—(1) diagnosis/evaluation; (2) changes implementation; (3) control; and (4) standardization. The methodology suggests the application of seven tools in accordance to specific needs (detected and desired) on five potential areas of improvement—client, administration, project, resources, and information. Results of an application included an increase of 31% in the share of value adding activities, 44% reduction of unit errors in the products, up to 58% decrease of waiting times in the process, and an expansion of the utilization in the cycle times. In this manner, not only did the efficiency and effectiveness of internal engineering products improve, but also the whole project, by improving one of the main suppliers of construction.

Benchmarking is a systematic process of measuring and comparing an organization’s performance against that of other similar organizations in key business activities. The lessons learned from other companies can be used to establish improvement targets and to promote changes in the organization. The benchmarking process can create a fertile ground for ideas, but only in a receptive environment; companies that share good practices and compare their performance against others benefit most. Recently, industry groups in several different countries have initiated benchmarking programs focused mainly on construction performance measures. This paper describes the scope of these initiatives and discusses the lessons learned and improvement opportunities that were identified in their design and implementation. This investigation is focused on four initiatives, carried out in Brazil, Chile, the United Kingdom, and the United States. This paper concludes by recommending some further directions on this research topic.