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018 Company Productivity

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Company Productivity

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018 Company Productivity

  1. 1. helpdesk@construction-productivity.co.uk htt://www.construction-productivity.co.uk PRODUCTIVITY ATPRODUCTIVITY AT COMPANY LEVELCOMPANY LEVEL
  2. 2. PRODUCTIVITY AT COMPANYPRODUCTIVITY AT COMPANY LEVELLEVEL
  3. 3. RESEARCH MODEL (Process model productivity on site) • Organisational Factors • Contract management • Finance • Etc 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 SatisfactionEffort Rewards Ability and Skill of worker
  4. 4. PRODUCTIVITY AT COMPANY LEVEL
  5. 5. PRODUCTIVITY AT CONSTRUCTION COMPANY LEVEL
  6. 6. PRODUCTIVITY AT COMPANY LEVELPRODUCTIVITY AT COMPANY LEVEL
  7. 7. PRODUCTIVITY AT COMPANY LEVELPRODUCTIVITY AT COMPANY LEVEL
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  12. 12. PRODUCTIVITY AT COMPANY LEVEL
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  16. 16. PRODUCTIVITY AT COMPANY LEVEL
  17. 17. PRODUCTIVITY 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.
  18. 18. PRODUCTIVITY AT COMPANY LEVEL
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  20. 20. 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.
  21. 21. 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.
  22. 22. PERFORMANCE ABILITY RATIO (P.A.R)  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.
  23. 23. PERFORMANCE ABILITY RATIO (P.A.R)  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.
  24. 24. PERFORMANCE ABILITY RATIO (P.A.R) 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.
  25. 25. PERFORMANCE ABILITY RATIO (P.A.R) 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.
  26. 26. PERFORMANCE ABILITY RATIO (P.A.R) PAR also can be shown as: PAR= Exemplar Performance/Weekly Average

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