BUNGEE EFFECT

What We Attempt after a Delay:

MONTH MONTH MONTH

WEEK 4 WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 1 WE

T
M T W TH F M T W TH F M T W TH F M T W TH F M T W TH F M T W TH F M

ZONE 1

DELAY
ZONE 2

ZONE 3

WHEN YOU TRY TO STACK

OR BURDEN A TRADE TO
OVERCOME A DELAY...
YOU CAN SPRING OTHER
WORK BACK OR PUSH IT
OUT 1-3 TIMES THE
What Will Happen: ORIGINAL OVERLAP.
ZONE 1
DELAY
ZONE 2
1 TO 3 TIMES PUSHED
ZONE 3

BUNGEE EFFECT
What We Should Do Instead:
MONTH MONTH MONTH

WEEK 4 WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 1 WE

M T W TH F M T W TH F M T W TH F M T W TH F M T W TH F M T W TH F M T

ZONE 1

DELAY
ZONE 2

ZONE 3 B B

THE BEST OPTION IS TO MAINTAIN TRADE FLOW

AND KEEP CREWS WORKING IN A RHYTHM.

Why It Is Possible with Takt?

ZONE 1

ZONE 2

ZONE 3 B B B B B B

WE WERE ABLE TO ABSORB THAT

DELAY BECAUSE WE HAD BUFFERS
BUILT INTO THE TAKT PLAN.
WHY DOES
THE WORK BUNGEE?
You bring more You begin This leads to
resources. batching work. context switching.

With more With more With more

people in crews communication people on-site, or
the composition channels to be in the crew, the
of the crews managed. team size
changes and increases, and
foremen communication
assignments gets more
change. Workers complex.
are then
separated from
their normal
environment. Without a
consistent leader,
culture,
language, and
working habits, With new people
the crew loses coming to crews,
productivity. they need to be
onboarded.
 UNDERSTANDING THE BUNGEE EFFECT
Onboarding to Until new Once overtime
100% resources reach begins and new
productivity additional people enter the
takes at least 7 productivity, scene, the team
takes their focus
days at best. crews typically
off quality.
Meaning the begin working
newer people are overtime which
not fully up to fatigues and
speed and overburdens the
productive out of crew. This only
the gate and helps production
during crucial for a few weeks
times. until it The crew is now
plummets. distracted.

Once distracted With all the At this point the

they begin rework project descends
installing work happening the into chaos, much
wrong and are project team like a dumpster
riddled with loses focus from fire inside a
burning building,
rework which planning,
inside a nuclear
costs 2 to 12 preventing, and bomb, during a
times the removing solar flare.
original cost and roadblocks out
time duration. ahead and they
begin to
experience stops
and restarts.
KINGMAN’S FORMULA
This law, translated to construction loosely, means we must
package work not just as the activity time, but the activity
time plus the time added because of variation the crews will
experience plus the time added because of low productivity
levels among the crews.

WORK SHOULD BE
LOOKED AT AS A
CYCLE TIME

WHAT WE THINK WHAT IS REALLY

HAPPENS: HAPPENING:

ZONE ZONE
N
TRADE TIO
TRADE PROCESS
RIA

PROCESS OR WORK
VA

OR WORK PACKAGE
Y IT
T IV

PACKAGE
ODLOW
UC
PR

OVERALL OVERALL
TIME ACTIVE TIME ADDITIONAL
WORK TIME
TIME
 UNDERSTANDING KINGMAN’S FORMULA

This is why we cannot just add labor to speed things up.

Adding people will decrease the activity time, but it will
increase the time taken to absorb variation and productivity
loss.

CURRENT CREW WORK:

WHEN ADDING
ZONE
MORE LABOR,
N

TRADE
TIO

PROCESS
RIA

OR WORK YOUR ACTIVITY

VA

PACKAGE
TIME SHORTENS,
Y IT
T IV
ODLOW
UC

BUT YOUR
PR

OVERALL CYCLE
OVERALL TIME INCREASES
TIME

ADDING MORE PEOPLE:

ZONE
TRADE VARIATION
PROCESS
OR WORK
PACKAGE LOW
PRODUCTIVITY

OVERALL
TIME

THE ACTIVITY IS FASTER, BUT THE VARIATION AND

PRODUCTIVITY LOSS TAKE LONGER TO ADJUST.