Improving Construction Efficiency through Work Style Reform: On-Site Improvement Techniques and Success Points Aiming for Zero Overtime

Introduction From April 2024, strict limits on overtime hours will also apply to the construction industry. Whereas overtime used to be effectively unlimited if a 36-agreement was concluded, there is now an upper limit of 45 hours per month and 360 hours per year in principle (even in special circumstances up to 720 hours per year, with individual months under 100 hours), and long working hours exceeding these limits are subject to penalties. In addition to legal sanctions such as imprisonment for up to six months or fines of up to 300,000 yen for violations, noncompliance could hinder participation in public construction tenders. In the wake of “work style reform,” the construction industry is being forced to take serious measures to reduce overtime and improve productivity.

However, long-term normalization of overtime and working on holidays has been common at construction sites. In fact, a 2020 survey found that fewer than 20% of construction companies were able to secure two-day weekends (four weeks, eight days off), and about 45% of companies had four or fewer days off over four weeks (meaning roughly one day off per week). Against this background, application of overtime regulations to the construction industry was postponed for five years, but there is no more time to wait. With the labor shortage becoming more severe, it is necessary to create efficient sites that operate with limited personnel and shift to ways of working that do not rely on excessive overtime.

This article explains, from the perspective of on-site practitioners, concrete improvement techniques and success points for aiming for zero overtime at construction sites. From revising construction schedules to streamlining administrative work, utilizing ICT, rethinking break systems, and cultural change, we introduce a variety of initiatives that lead to construction site efficiency.

Stabilized Work Plans through Leveling Schedule Management

On-site issue: It is common at many construction sites that work concentrates toward the end of the schedule, causing severe fluctuations in busy and slack periods. When unrealistic schedules are set or delays accumulate due to weather or design changes, pressure piles up in the latter half of the project, leading to regular deep-night overtime on weekdays and successive holiday work. Traditionally there has been a strong culture of “if it must be finished within the contract period, overtime is acceptable,” which has left both site managers and skilled workers exhausted, lowering productivity and increasing the risk of mistakes and accidents.

Improvement: First, leveling schedule management—that is, setting realistic schedules with buffers and managing progress deliberately—is essential to flatten work peaks. Concretely, measures include negotiating with the client to set an appropriate schedule based on a two-day weekend assumption, and incorporating buffer periods (reserve days) into the master schedule to account for weather risks and design changes. Use dedicated software or the Ministry of Land, Infrastructure, Transport and Tourism’s “work period setting support tool” to numerically calculate and propose feasible schedules. Also, visualize progress during the project and, at the first sign of delays, take early measures such as reworking the plan or adding personnel so that workload does not concentrate at the end. Make weekly and monthly progress reviews and rescheduling a habit so that you do not have to rely on “last-minute overtime to make up the difference.”

Expected effects: By leveling the schedule, it becomes easier to level staff working hours. Reducing the disparity between busy and slack periods prevents situations where one month sees a drastic spike in overtime. Creating slack in the plan also reduces physical and mental burden, making it easier to concentrate on daily tasks. As a result, the risk of mistakes and accidents decreases, contributing to quality assurance. Furthermore, achieving two-day weekend site operations creates a more attractive workplace, helping retention and recruitment of younger staff.

Digitalizing Daily Reports and Inspection Records for Paperless Work and Efficiency

On-site issue: Many construction sites still manage daily work reports and various inspection records on paper forms. Site supervisors and foremen spend valuable time returning to the office to write paper daily reports or handwrite inspection checklists after work. Paper formats are prone to transcription and aggregation errors, and at month-end data often has to be reentered into Excel for aggregation, resulting in double entry and duplicated tasks. Filing, storing, and searching paper documents is also a heavy burden, and such administrative work often contributes to daily overtime.

Improvement: Converting these site documents to electronic (digital) formats can greatly streamline administrative work. Specifically, introduce electronic daily report apps and inspection record systems that can be filled out directly on smartphones or tablets at the site. If work content, progress, working hours, and inspection results are entered on-site, there is no need to return to the office to complete paperwork or make reports. Because data is saved and shared in the cloud, supervisors and stakeholders can check and approve information in real time. Examples include inspection systems that automatically calculate curing periods after concrete placement and alert users, and daily report apps that record work via voice input. Beyond simply digitizing paper forms, use tools with pull-down menus and photo-attachment functions to support input, which helps prevent omissions and speed up information sharing.

Expected effects: Digitalizing daily reports and records can achieve shorter administrative processing time and reduced overtime at the site level. Some sites have reported that a daily report that used to take one hour became about 15 minutes after digitalization. Once data is entered, it can be reused, so monthly aggregation reports and report writing can be completed with a single click, eliminating month-end crunch overtime. Paperless management also reduces the burden of document handling and allows quick keyword searches for necessary information, making effective use of past data easier. With improved overall operational efficiency, more time can be devoted to essential safety management and technical reviews, leading to increased site-wide productivity.

Reassessing Division of Labor and Proper Task Allocation

On-site issue: Busy site supervisors and construction managers often handle a very wide range of tasks single-handedly. From on-site safety and quality control to schedule coordination, arranging craftsmen and materials, and preparing and submitting reports to stakeholders, they may act as a catch-all on site. As a result, it becomes routine to be tied up with site rounds and meetings during the day and to start administrative work in the evening, inflating overtime hours. When an individual’s scope of work is too large, no amount of personal effort will suffice, and the risk of mistakes increases.

Improvement: To remedy this, reassess the division of labor and reallocate tasks. Follow the principle of “what can only be done on-site is done on-site; what can be done off-site should not be done on-site” and reconsider role assignments. For example, have head office or branch administrative staff support paperwork and document organization so that site supervisors can concentrate on on-site responses and technical decisions. Recently, some firms have introduced a specialized role called a “construction director” to reduce the burden on construction managers, handling schedule coordination and administrative tasks across multiple sites. Creating on-site support teams within companies to specialize in contract documents, drawing revisions, and neighbor relations support is another option. The important point is to create a system that prevents work concentration on a single site supervisor. Also review task sharing with subcontractors and improve information sharing to reduce unnecessary back-and-forth and rework, contributing to overtime reduction.

Expected effects: Optimizing the division of labor will make individual workloads more reasonable and increase the likelihood that work can be completed within working hours. Some companies have dramatically reduced site supervisors’ overtime through administrative support. Team-based role sharing reduces mistakes and enables double-check systems, improving quality. When site and office staff collaborate on tasks, mutual understanding deepens and organizational efficiency improves. As a result, workplace comfort for employees increases, helping prevent turnover and aiding the securing of technical talent.

Labor Saving and Productivity Improvement through ICT and DX Adoption

On-site issue: The construction industry has been pointed out as lagging in IT and digitalization compared with other industries. With many drawings and documents still handled on paper and progress and as-built confirmations heavily reliant on manual labor, operational efficiency remains low and overtime is often used as a labor-intensive stopgap. With a shortage of craftsmen and an aging of veteran skilled workers, the need to streamline and automate on-site operations is growing. Continuing traditional management and construction methods without adopting new technologies will reach its limits.

Improvement: Actively introducing ICT (information and communication technology) and DX (digital transformation) directly contributes to labor saving in on-site work. The Ministry of Land, Infrastructure, Transport and Tourism promotes i-Construction as an initiative to improve productivity, encouraging the use of ICT-equipped machinery and three-dimensional data for construction management. Specific measures include:

• Cloud-based information sharing: Use construction management apps that centrally manage drawings, schedules, photos, and reports in the cloud, so you can access the latest information on a tablet without returning to the office. Smooth information sharing among stakeholders reduces travel time for meetings and confirmations.

• Remote utilization of site video: Introduce wearable cameras and fixed cloud cameras to remotely monitor site conditions. This allows supervisors to manage multiple sites without constant on-site presence, reducing inefficient travel and long site waiting times.

• Use of drones and 3D scanners: Implement aerial photogrammetry with drones and terrestrial laser scanners (LiDAR) for as-built measurement to dramatically shorten surveying and measurement tasks that once required days of manual labor. This enables a small crew to grasp progress and quantities over wide areas, shortening work time and improving accuracy.

• Adoption of ICT-capable machinery: Using ICT-enabled construction machines (smart machinery) linked with GNSS and 3D design data makes high-precision construction possible without relying on the operator’s experience. Automatic correction features for tasks such as grading reduce rework and accelerate construction, leading to shorter schedules and less overtime.

• Electronic approvals and AI utilization: Digitizing approval procedures for schedule changes and various applications eliminates wasted time waiting for stamps. Introducing AI for photo automatic judgment and inspection support also improves the efficiency of checking tasks.

Expected effects: These digital technologies are expected to fundamentally change the situation of “working overtime because there isn’t enough time.” For example, with cloud-based information sharing, overtime spent on unnecessary meetings and document handoffs is reduced. Efficiency gains from drones and ICT machinery shorten physically intensive long working hours. Data-driven approaches reduce rework and backtracking, contributing to overall labor hour reductions. New technologies also appeal to younger workers, producing positive effects on talent acquisition and skill transfer. Although initial costs are required, long-term labor savings and productivity improvements will yield sufficient returns.

Restructuring Breaks and Work Time for Work with Clear Peaks and Troughs

On-site issue: Construction sites often have work patterns that encourage long hours, such as starting work early in the morning or working until dusk. In busy sites, even lunch and short breaks may be skipped in an effort to keep working—there can be a culture of “packing in as much work as possible.” However, human concentration and stamina are limited; working without breaks leads to performance decline in later stages of tasks and an increase in human errors. Insufficient breaks are also a safety issue, increasing the risk of heatstroke and occupational accidents.

Improvement: To work efficiently and reduce overtime, it is important to reconsider appropriate breaks and work-time allocation and design a work pattern with clear peaks and troughs. Specific measures include:

• Optimizing break schedules: Avoid long continuous work periods by inserting short breaks in the morning and afternoon. For example, adopting a “90 minutes work + 15 minutes break” cycle lets workers refresh body and mind regularly and work efficiently. This helps maintain concentration and achieve high-quality work in a shorter time.

• Adjusting work time zones: In extreme summer heat, some sites adopt “summer-time construction,” starting work early in the morning and taking longer breaks during the hottest hours. For night work, ensure workers get adequate daytime rest before starting. The company should also ensure appropriate intervals between shifts so each person can secure sufficient sleep time.

• Introducing rotation or shift systems: When continuous site operation is required by schedule or work type, shift work can limit individual working hours. For example, dividing the team into two groups that alternate to secure two-day weekends ensures the site operates while allowing workers and supervisors to take days off. Some municipal projects have begun trials to realize two-day-weekend equivalents through “rotation construction.”

Expected effects: Optimizing breaks and work-time allocation improves work efficiency, making it possible to finish work within limited hours. Proper rest prevents fatigue buildup, avoiding declines in evening productivity and eliminating aimless overtime. Safety benefits are significant, reducing occupational accident risk and improving health management. Clear on/off boundaries help maintain motivation for work. Systematically promoting rotation and leave increases paid leave utilization, meeting the annual paid leave acquisition obligations required by work style reform laws. Ultimately, creating a workplace where employees can work long-term with peace of mind strengthens sustainable on-site capability.

Changing the Culture of Long Working Hours through Mindset Reform and Internal Rulemaking

On-site issue: Alongside technical measures, organizational mindset reform is crucial. In workplaces where attitudes such as “it is normal to finish work even if it means doing overtime” or “staying long at the site equals effort” have taken root, newly introduced systems or tools may not be actively used by site staff. There may still be bad habits such as unspoken expectation of unpaid overtime or superiors who set the tone by working long hours, making it difficult for subordinates to leave on time.

Improvement: Achieving zero overtime requires organization-wide mindset reform and rule establishment from management to the field. First, top management should clearly communicate that “work style reform is part of business strategy and eliminating long working hours is company policy” and ensure that site managers enforce this. Then create concrete internal rules. Examples include setting no-overtime days, an alert system for employees nearing a monthly overtime threshold, and requiring pre-approval for late-night overtime or holiday work. Making working hours visible via attendance management systems so supervisors can act early is also effective. To foster a culture that values finishing efficiently and leaving early, recognize departments that reduce overtime, solicit ideas from sites through a productivity improvement proposal system, and incorporate incentives. Provide training in time management and share best practices for efficiency so each employee develops a strong awareness of time.

Expected effects: When organizational culture changes, overtime reduction measures become more likely to stick at the site level. If managers not only verbally tell subordinates not to work overtime but also lead by example—leaving on time and supporting improvements—an atmosphere that does not accept long working hours gradually takes hold. When employees can take paid leave without hesitation and leaving on time becomes normal, unreasonable working styles are corrected. A companywide focus on efficiency will also bring secondary benefits such as productivity gains and cost reductions. Ultimately, this leads to higher employee satisfaction and sustainable corporate growth.

Smartifying Sites with Simple Surveying “LRTK” Using Smartphones + GNSS

On-site issue: Finally, as an example of new tools that enable labor saving on site, we introduce the simple surveying system “LRTK.” Surveying work for as-built measurement, current-condition surveys, and layout marking is frequently required at construction sites. Traditionally, specialized instruments such as transits or total stations were used, and work was typically performed by two-person teams. When outsourcing to specialist survey staff, scheduling and waiting times can occur; depending on progress, work could be interrupted while waiting for surveying, or supervisors would have to work overtime to handle urgent surveying themselves, which is inefficient.

Improvement: Enter LRTK (L-R-T-K), which combines smartphones and GNSS (global navigation satellite systems) to allow anyone to perform high-precision surveying easily. Using a small RTK-GNSS receiver that attaches to a smartphone, the system can measure position coordinates with centimeter-level positioning accuracy (half-inch accuracy). No complicated operations are required—pressing a button on the smartphone screen records latitude, longitude, and height. Measurement results are saved to the cloud in real time, enabling immediate confirmation from remote offices (more details are introduced on the [LRTK official site](https://www.lrtk.lefixea.com/)). The device weighs only a few hundred grams and can be attached to a helmet or pole, letting a single person perform measurements anywhere on site. It can also be used for layout marking, with advanced features such as projecting points from the design onto the ground in AR (augmented reality) for verification.

Expected effects: Introducing simple surveying tools like LRTK can greatly reduce the time and manpower required for surveying. Site supervisors can quickly perform surveys during downtime, allowing work that would otherwise be stalled by surveying waits to proceed immediately. This smooths workflow, eliminates unnecessary overtime and idle time, and because high-precision data is obtained instantly, rework and mistakes are reduced, achieving both quality assurance and efficiency. Most importantly, if such simple surveying equipment is provided one per person, the specialization and person-dependence of surveying tasks are eliminated. This is a groundbreaking initiative for promoting construction DX and is attracting attention as a solution that directly reduces overtime through labor saving.

Closing Work style reform in construction cannot be achieved overnight. However, by steadily accumulating the kind of practical, site-focused improvements introduced here, concrete results in overtime reduction and efficiency can be realized. The key is to move away from “manpower tactics and a macho mentality” and shift to the idea of running sites smartly through planning, technology, and organizational strength. The constraints of overtime limits can be viewed as an opportunity to review work processes. Continue improving while incorporating on-site voices to realize construction sites that function with zero overtime. That, in turn, will contribute to the sustainability of the construction industry as a whole.