Ask any constructional worker and there is a high probability that this person knows a colleague with pain or other disorders caused by working with power tools. According to the Swedish Work Environment Authority 71 percent of the Swedish constructional workers is exposed to vibrations at least 25 percent of the working hours. Despite this, the number of reported occupational sicknesses caused by vibrations is as low as 1, 4 percent. JM Ltd. is one of the largest constructional companies in Sweden. Their main business is new housing and development of residential areas. God quality and low impact on the environment is a part of great importance in the company’s long-term goals. To achieve this, and to ensure an effective production, the activities have gradually been organized according to Lean production. In the year of 2010 the producing part of the company began to use methods originating from Lean such as process orientation and standardization of work procedures. JM calls this Structured production. The purpose of this thesis is to investigate how working according to Lean when producing apartment buildings interacts with a safe working environment. The goal is to investigate and identify problematic operations during the assembly of semi-prefabricated, non-bearing walls so-called perimeter walls. The method used is a time study conducted in spring of 2014 on construction sites in Stockholm. The exposure to vibrations from power tools on construction workers, when working according to the installation instructions applicable at JM’s building projects was examined. The study revealed that the action value determined by the Swedish Work Environment Authority was exceeded when installing perimeter walls according to the installation instructions. The conclusion is to extend measurements and medical surveillance of exposed operations and personnel. A package of equipment and materials to be used when installing perimeter walls is presented along with possible methodological improvements of the installation instructions.

2011:30 ABE

Med anledning av JM:s satsning på Lean Construction, där företaget arbetar med att effektivisera verksamheten, syftar detta arbete till att identifiera frekvent försenade arbetsmoment och orsaker till detta. Arbetets datainsamling av olika typer av förseningar har avgränsats till nio tillhandahållna flerbostadsprojekt från olika delar av Sverige. Den data som har behandlats innefattar mötesprotokoll och tidsplaner som sedan låg till grund för de personliga intervjuer med arbetsledning för de olika projekten. Utifrån insamlad data och intervjuer genomfördes en enkätundersökning via Internet riktad till arbetschefer, platschefer och arbetsledare. Totalt blev 93 stycken personer från Stockholm och 95 från regioner inom affärsenheten Riks blev inbjudna att delta i undersökningen.  Genom granskning av tillgängligt material kunde det konstateras att de arbetsmoment som vanligen upplever någon form av försening är: Arbeten under normalplan Ställningsarbeten Fasadarbeten Hissmontage Plattsättning Köksleveranser Vad beträffar arbeten under normalplan är brisfälliga geotekniska undersökningar en vanlig orsak till försening, vilket i sin tur kan leda till undermåliga bygghandlingar.  Andra vanliga orsakerna till att ovanstående moment blir försenade är framförallt bristande styrning av egen personal och underentreprenörer. Detta gäller i både upphandling som i det dagliga arbetet. Vid upphandling förekommer det otydligheter angående arbetets omfattning samt när och hur det ska utföras. Detta gäller främst vid avtal med dotterbolag. I det dagliga arbetet uppstår problem med styrning framförallt på grund av otydligheter i kommunikationen. Personalen är inte alltid medveten om hur och när arbetet skall utföras. Detta förvärras även ytterligare av att arbetsledningen i olika projekt har olika planeringsrutiner och ställer olika höga krav. JM måste bli bättre på att genomföra mer utförliga geotekniska undersökningar. Detta för att undvika de annars stora risker för felaktiga handlingar som sedan kan orsakar förseningar och merkostnader när projekt stöter på icke förutsedda problem. Företaget måste även bli bättre på rutiner kring styrning och planering av arbete. Det är därför viktigt att tydliga avtal upprättas med underentreprenör, där samtliga parter är delaktiga i planeringsprocessen. För att förbättra arbetet med Lean är det även viktigt att JM blir bättre på att dokumentera förseningar och orsaker till dessa. Utöver detta bör det även skapas ett särskilt system som kan hantera och bearbeta avvikelser gentemot tidsplanen. / Following JM's focus on Lean Construction, where the company is working to streamline its operations, this report aims to identify frequently delayed operations and the reasons for this. The data collection of different types of delays has been limited to nine provided apartment building projects from different parts of Sweden. The processed data includes meeting minutes and schedules which then formed the basis of personal interviews with supervisors of the various projects. Based on the collected data and interviews a survey was conducted on the Internet targeted at managers, site managers and supervisors. A total of 93 people from Stockholm and 95 from regions within the National Business Unit were invited to participate in the survey. Through review of available material, it was found that the operations that usually experience some form of delay are: • Works below ground level • Scaffolding • Cladding • Elevator montage • Tiling • Delivery of kitchen fittings As for work below ground level the substandard geotechnical studies are a common cause of delay, which in turn can lead to substandard construction documents. Other common reasons for the delays in the aforementioned operations are above all a lack of managing of their own personnel and subcontractors. This applies both in the case procurement as well as their daily work. In the procurement of subcontractors, there is often ambiguity regarding the extent of the work and when and how to execute the work. This applies especially to the agreements with affiliates. In everyday operations problems with managing caused by ambiguity in communication often appear. Staff is not always aware of how and when the work is to be performed. This is exacerbated even further by the site management in different projects that have different planning processes and have different demands. JM needs to implement more detailed geotechnical investigations. This is to avoid the otherwise high risk of substandard construction documents which then can cause delays and additional costs when the project encounters unforeseen problems. The company must also be better at tasks involving planning and managing work. It is therefore important that clear agreements are established with the subcontractor, in which all partners are involved in the planning process. In order to improve the work with Lean, it is also important that JM gets better at documenting delays and their causes. In addition, they also need to create a special system that can manage and process deviations from the schedule.