Rules Of Flow In Construction: Bad Multitasking

Why Bad Multitasking Is Ruining Productivity in Construction

Bad multitasking—it’s a problem more significant than many realize. In this blog, we’ll dive into why multitasking is detrimental and how it affects productivity in ways most people don’t understand. If you want to explore lean thinking and operational excellence, this is a must-read.

What Is Bad Multitasking?

The concept of “bad multitasking” comes from the Theory of Constraints, popularized by the Goldratt family in books like The Goal, Critical Chain, and Goldratt’s Rules of Flow. The term highlights that multitasking often leads to context switching, wasting time and resources. Spoiler: there’s really nothing good about multitasking.

A Real-World Example of Bad Multitasking in Construction:

Let’s look at how this manifests on a construction site:

A team conducted inspections at various job sites throughout the day but postponed writing the inspection reports until the end of the day. They ended up juggling four different inspection tasks at once. At the end of the day, when it came time to write the reports, they struggled to remember what happened. They had to contact job site teams for clarification, refocus on each report individually, and make corrections.

The result? The team consistently finished 2.5 hours late every day and had a backlog of 40 inspection reports.

The Power of One-Process Flow:

Switching to a one-process flow transformed their productivity.

Here’s how it worked:

• After each inspection, they immediately completed the report on-site.
• This eliminated the need to revisit tasks or re-establish context.
• By the end of the day, they completed five inspections and reports (compared to four previously), finished on time, and cleared the backlog.

The team experienced less stress and delivered higher-quality work simply by focusing on completing one task before moving to the next.

The Cost of Context Switching:

Multitasking doesn’t just waste time; it also drains energy. Here’s what research shows:

• Switching focus between tasks can take 1 to 15 minutes for smaller activities.
• For larger activities, it can take 15 to 45 minutes.
• For complex crew operations, it might take 2 to 6 hours—or even days—to regain focus.

Imagine the cumulative loss this creates when applied to an entire construction crew or company!

Avoiding Multitasking in Construction:

In construction, bad multitasking often manifests as:

• Trade burdening: Too many trades working in the same area.
• Trade stacking: One trade spread across too many areas.

Both scenarios create inefficiencies, rework, and delays. They lead to:

• Increased communication complexity.
• Rework due to lack of focus.
• Crew fatigue and morale issues.
• Stops, restarts, and loss of productivity.

The solution? Adopt one-process flow principles and tackle one task at a time.

Batching vs. One-Process Flow:

Let’s consider two approaches to completing a set of tasks:

• Batching: Completing one step for all tasks before moving to the next.
• One-Process Flow: Completing all steps for one task before moving to the next.

One-process flow is faster, more efficient, and reduces the risk of errors caused by context switching.

The Benefits of One-Process Flow:

When applied to construction, one-process flow offers:

• Reduced work in progress: Focus on completing tasks fully before starting new ones.
• Minimized distractions: Fewer live projects or phases at once means better focus.
• Shorter cycle times: Streamlined processes reduce overall project durations.
• Better quality and reduced stress: Teams can deliver higher-quality results without unnecessary pressure.

Practical Advice for Construction Projects:

Here’s how you can implement one-process flow in your projects:

• Plan with a full kit: Ensure everything you need is ready before starting.
• Work zone by zone: Don’t start a new task until the previous one is complete.
• Focus your bottlenecks: Free up bottleneck crews or resources by removing non-essential tasks.

Final Thoughts:

Multitasking doesn’t work—it never has. The key to operational excellence lies in reducing context switching and adopting one-process flow. This approach leads to shorter throughput times, higher quality, and better morale.