This study was conducted to determine how much time would be saved in the homebuilding cycle when field superintendents received training. The study took place during the 2007 calendar year with a production homebuilder in southern Nevada. New technologies and techniques were introduced during weekly training meetings that were held at both the corporate office and construction job sites. A scheduling tool was introduced along with new procedures and policies. The superintendents were required to report daily on the tasks that had been completed. This gave the superintendent and upper management the ability to follow the home throughout the building process and track the results. Additionally, new policies were created to improve build quality and increase customer satisfaction. This study compared over 300 homes built in 2006 (untrained superintendents) versus nearly 300 homes built in 2007 (trained superintendents). A substantial reduction in cycle time was found when compared to the homes built before the training period, with some projects reducing their average cycle time by over 140 days. Superintendent satisfaction in regards to the training was found to be above average. Through the reduction in cycle time, the company reduced their daily interest costs by nearly 3 million dollars.
| Identifer | oai:union.ndltd.org:BGMYU2/oai:scholarsarchive.byu.edu:etd-2426 |
| Date | 25 June 2008 |
| Creators | Burk, John Wesley |
| Publisher | BYU ScholarsArchive |
| Source Sets | Brigham Young University |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Theses and Dissertations |
| Rights | http://lib.byu.edu/about/copyright/ |
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