018 Company Productivity

transcript

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PRODUCTIVITY AT PRODUCTIVITY AT COMPANY LEVELCOMPANY LEVEL

PRODUCTIVITY AT COMPANY PRODUCTIVITY AT COMPANY LEVELLEVEL

RESEARCH MODEL (Process model productivity on site)

Organisational Factors

Contract management

Finance

PROJECT WORK ENVIRONMENT

Pre-construction Activities (1) D1. Client brief D2. Project objectives D3. Specification D4. Design/build-ability D5. Contractual arrangement D6. Planning D7. Scheduling D8. Estimating

Site/Project Manager (2) Characteristics D9. Experience/capability D10. Leadership style D11. Authority/influence D12. Goal commitment D13. Involvement

Labour (6) Characteristics D39. Subcontracting

Labour D40. Direct labour

Management (3) Factors D14. Clarity of tasks D15. Team work D16. The style of management D17. Safety management

Management (4) System D18. Planning D19. Communication D20. Controlling D21. Co-ordinating

Resource (5) Management D22. Labour selection D23. Labour control D24. Material selection D25. Material handling D26. Plant D27. D31. Waste on site D32. D38. Delay and Disruption on site

Motivating Factors (7) D41-D46 Hygiene Factors D47-D55

P R O D U C T I V I T Y

Project Performance Time Cost Quality Safety

Job Satisfaction

Effort Rewards

Ability and Skill of worker

PRODUCTIVITY AT COMPANY LEVEL

PRODUCTIVITY AT CONSTRUCTION COMPANY LEVEL

PRODUCTIVITY AT COMPANY LEVELPRODUCTIVITY AT COMPANY LEVEL

RODUCTIVITY AT COMPANY LEVEL

lack of opportunities to exercise skills/knowledge;

slow response in settling employee’s grievances;

uncertainties about career prospects;

constraints on a worker’s performance.

PRODUCTIVITY ATCONSTRUCTION

COMPANY LEVEL

EnvironmentsafetyrecordExperienceReputationImage

Effective planning, Effective managementAdequate equipment,

Materials,Material procurement,

Tools,Communication

Integration of projectinformation,

Training,including site managers

to contract meetings,etc

Head Office FactorsEffective delegation of

responsibilities,Inter-unit integration of project

information,Effective project planning,

Good scheduling of project activities

style of managementclear direction for

employees,Opportunities,

Good grievancespolicy,

shared beliefsbetween head officeand site personnel,selection of project

personnelconsultation during

decision-makingetc

PRODUCTIVITY MEASUREMENT-PERFORMANCE ABILITY RATIO

(P.A.R)

Performance is a ratio of accomplishment to methods.

the worth of performance is the value of the accomplishment divided by the cost of the methods.

PERFORMANCE ABILITY RATIO (P.A.R)

The measurement of worth of a particular crew’s performance is more than just calculating how it is worth relative to cost.

It therefore becomes essential that a crew’s performance be compared against a yardstick of acceptable standard.

Time study can help to establish standard time, although it is expensive and time consuming.

Contractors establish estimated rates based on past experiences, to form their bases of estimation for new jobs.

To overcome this problem exemplar performance has been introduced to management team.

PAR= Exemplar Performance/Current Performance

There are a number of ways in which P.A.R can be used.

One such a way is the comparison between current performance and exemplar.

This will give a measurement of site worker’s performance.

PAR=1 It means current work is equal to exemplar It is hardly possible for any firm to maintain it.

PAR>1 it means there is potential for improving the performance of the crew on site.

PAR<1 Is an indication that a company’s performance is above Average.

PAR also can be shown as: PAR= Exemplar Performance/Weekly

Average. The Exemplar Performance can be

measured from daily productivity rate against weekly average productivity.

Student to read about: Factor models-Project leadership model -

Action response model.

PAR also can be shown as:

PAR= Exemplar Performance/Weekly Average

018 Company Productivity

Engineering