The construction industry is characterized by significant innovation. Factors such as customer cost pressures, safety regulations enforced by governments, union demands, the need to manage inventory and logistics and supply shortages all contribute to the industry’s evolution and innovation.
Construction is ahead of many industries in the practical use of artificial intelligence (AI) in project management. There are practical applications for scheduling, manpower scheduling, budget scheduling, project management, inventory and logistics management, accounting and project documentation. The industry has been adopting all manner of AI-assisted programs for tasks from 3D design, estimating and contract close-out.
What has been slower to develop is replacements for field labor. Recently, the U.S. Department of Labor gave an $800,000 grant to the University of San Diego Robotics Center to study the use of robotics to replace human workers in dirty or dangerous construction activities. This demonstrates more engagement with robotics in the labor force.
Current labor-saving uses of robotics in construction exist. Repetitive activities are currently the most attractive in the robotics industry. Some demolition activities use remote-controlled robots. Robotic heat welders are also available. Currently, remotely operated cranes and trucks are in use in unpopulated areas.
Four programs (TyBOT, Dusty, SAM and Canvas) are also in use. TyBOT ties rebar on large bridge projects. Dusty is a robot that marks layouts, replacing manual chalking by line crews. SAM lays brick. Canvas automates drywall finishing.
Certain future uses are predictable. Robots will quickly take over site surveillance and hazard detection. Combining G5 and remote-operated cameras, these will soon be automated. Other future uses, such as 3D printing, will reduce waste. Improperly sized materials can be repurposed by 3D printing them to the correct size. Robotics will also be used to assemble components on-site for plug-and-play installation.
The major hold-up on the wider use of robotics is cost. The outlay for robotics is significant. Training the workforce to use robotics efficiently is also costly. Recovering the costs takes time and volume. In analyzing the cost of robotics and the recovery time, contractors will include insurance savings on both premiums and time lost by management to address accidents. Nonetheless, this is the way forward.
If we look ahead in five years, the construction industry will look very different than it does today. The AI-assisted management and design programs will be advanced to the point of total integration. Site investigations, including test pits and borings, will be automated, less costly and more accurate. 3D design programs integrated with project management will generate schedules, inventory requirements, equipment schedules and requirements.
Communications between construction team members will be instantaneous with real-time access to the site and plan to address changes quickly and efficiently. Work will be safer with robotic monitoring of sites for safety and hazardous conditions. Quality assurance will be robotically managed and documented. Estimating and purchasing will be automated, allowing for a higher degree of accuracy in quantity estimation.
Products will be ordered when needed in the proper quantities, which should reduce material costs. Budgets will be accurate and tracked in real time so that any deviation from estimated cost will be instantly identified. Workforces will be smaller but smarter, particularly as robotics and AI-assisted technologies become more common and available.
Change orders, RFIs and construction directives will be unknown as 5G and AI-assisted technologies allow for instant resolution of what issues arise in a 3D design. Finally, construction workers may still have hard hats, goggles, boots and gloves, but they will also have durable, heavy-duty tablets instead of hammers and saws.
For boards of cooperative and condominium buildings and their managing agents, these changes should result in more predictable schedules and costs.
This column presents a general discussion. This column does not provide legal advice. Please consult your attorney for specific legal advice.
Carol A. Sigmond
Partner
Greenspoon Marder LLP
1345 Avenue of the Americas Suite 2200
New York, NY 10105
carol.sigmond@gmlaw.com
(212)524-5074
