094 productivity measurement
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helpdesk@construction-productivity.co.ukhtt://www.construction-productivity.co.uk
PRODUCTIVITY MEASUREMENT
PRODUCTIVITY MEASUREMENT
A high level of productivity can be achieved if the following factors are managed properly on construction sites and at the head office. These are as follow:
Pre-construction activities Site/project manager Characteristics Management Factors Resource Management Management Systems
PRODUCTIVITY MEASUREMENTLabour CharacteristicsWaste on siteDelay and disruptionMotivating FactorsHygiene FactorsManufacturers measure
productivity using the notion of ‘sales return on capital employed’ or ‘profit to assets’ ratio.
PRODUCTIVITY MEASUREMENTThese are used as a measure of
success for business efficiency and some managers use this as a measure of productivity.
Some of the formulas used by managers to measure the level of their success, profitability or output are listed below.
Current (liquidity) ratio = Current asset Value/Current liabilities
PRODUCTIVITY MEASUREMENTCurrent assets are:Cashaccount receivablemarket securitiesinventories. Current liabilities are:Debtsbank overdrafts
PRODUCTIVITY MEASUREMENTtax payableand other expenses. For the purpose of this Power Point, productivity is defined as:
The ratio of output/input The output is the final product and the input is all the resources used.
PRODUCTIVITY MEASUREMENTThe resources may be:LandMaterialsMachineryToolsmanpower The output is higher for firm(a) whencompared with firm(b) with thesame amount of input,a>b in terms of productivity.
PRODUCTIVITY MEASUREMENTor the same output is achieved
but with a lesser inputthen the productivity is
considered to be high for that firm.
Other methods of measuring productivity are described below
The advantages or disadvantages of them are mentioned.
PRODUCTIVITY MEASUREMENTBaseline
The baseline is an estimate of the best productivity level that a contractor can achieve during the construction work on a particular work.
The baseline presents actual performance (disruption to the work is minimal or none at all).
It is a function of the design complexity (Thomas et at, 1999).
PRODUCTIVITY MEASUREMENTEfficiency is defined as:The ratio between useful
outputs compared to input Within the construction industry
‘input’ includes a wide range of different resources such as:
PRODUCTIVITY MEASUREMENT labour material plant and finance ‘Output’ is the final product,
which may be a simple Housing Development or a more complex project such as a nuclear plant.
PRODUCTIVITY MEASUREMENT Units of input and output are generally
different This problem can be overcome to some
extent by the use of monetary units. The ratio of value or profit to cost could be
used as an indicator of efficiency, since V/C= (P+C)/C=1+P/C+ ….. V = Value C = Cost P = Profit
PRODUCTIVITY MEASUREMENTThis ratio cannot be used to compare efficiency between different sites because:
it depends on the contractor’s judgement;
it cannot be defined in absolute terms.
PRODUCTIVITY MEASUREMENTCost Control is one of the most
important objective in Construction Management and Construction Scheduling.
The actual control is achieved through the ultimate decision of the manager that something should be done differently and the translation of that decision into practice. The elements of a cost control system are:
Observation and collection of information;
PRODUCTIVITY MEASUREMENTComparison of observation with
base line or benchmark or benchmarking
0ther desired standard.Corrective action to be taken if
necessary ASAP.A construction cost control
system should enable the management team to observe current cost levels.
PRODUCTIVITY MEASUREMENTBe able to compare them with a standard plan or norm.
To take immediate corrective action to keep cost within the budget.
Most construction cost control systems should have an immediate response mechanism.
PRODUCTIVITY MEASUREMENTThe best cost control system AVAILABLE provides information on what was happening last week or last month.
In construction projects some activities finish in a week or a month.
PRODUCTIVITY MEASUREMENTNo action could be taken if the
performance of such activities was reported a month later.
In case of smaller projects, sometimes cost overrun is assessed at the end of the project.
PRODUCTIVITY MEASUREMENTThere most be a method to report
to the management the cost overrun for each activity as it happens,
Software’s such as ‘asta’ shows the cumulative cost of the project,
There is no method of estimating cost overrun for a small project such as:
1 2
12
14 17 19
13
15
16
18
3
5
4 9
6
11
7
10
21 22
20
S
8
DU=2
DU=4
DU=2
DU=6DU=8 DU=10
DU=3
DU=5
DU=1
DU=7DU=8DU=6
DU=9DU=7
DU=1
DU=5
DU=
DU=4
DU=6
DU=14
DU=12DU=10
A
B
D
F
G
K
C P Q
DU=6
DU=8
DU=3
DU=7
DU=5
UT
V
W
Y
H
L
CC
HH
EE
AA
FFX
GG
0 0
2 2
8 8
6 21
8 2914 35
DU=4E
19 42
19 43
16 16 26 26
26 48
38 38
DD
BB
22 43
32 5319 52
12 38J
20 46
32 53
R M
65 65
58 5826 49
52 52
PRODUCTIVITY MEASUREMENT1. Short term scheduling and control.
2. Project Cost model. 3.Quantitative schedulingFor more detail on these three cost control go to Cost control PPTs
PRODUCTIVITY MEASUREMENT
Descriptive analysis-continue
An investigation into 32 casestudies with 16 cases with highproductivity and another 16 withlow productivity.All housing developments.It was also important to find out if a finished project was built within their budget.
To see how the net rate for each activity was derived.
If it was met at the end of the process.
A formula was derived to measure the productivity loss or gain for each selected activity for several case studies.
PRODUCTIVITY MEASUREMENTThe Formula enables managers to
monitor and find out why productivity has been low for a given project activity.
If managers specifically know where and by how much there was a loss or gain in productivity it would become easier to remedy the causes of productivity decline
PRODUCTIVITY MEASUREMENTThey can pursue successful strategies for maintaining high productivity levels.
From collected information managers can re-adjust the Net rate (Bench mark).
Gross rate for their future pricing.
PRODUCTIVITY MEASUREMENTThis is very time consuming and a
software based on these formula must be designed.
This technique will aid a firm to have a stronger edge for bidding lower for a job.
Will help them to remain more competitive.
The formula can be demonstrated as:
PRODUCTIVITY MEASUREMENT Let MD=Cost of Material /unit A =% allowed for material wastage in
the schedule of rate. X=% actual recorded waste after
completion of the job. Productivity change relating to wastage
is measured: by the difference between the expected
level of waste on site as normally scheduled in SPONS or LAXTON’s price book
and the actual recorded waste after the completion of the job.
Total material cost per unit rate=MD [A-X] EC= Estimated time for Craft to carry out a unit rate of a job. HC= Hourly rate for a Craft Operative
HL= Hourly rate for a Labour Operative EL= Estimated time for a Labour to carry out a unit rate of a job.
AC= Actual time for Craft to carry out a unit rate of a job. AL= Actual time for a Labour to carry out a unit rate of a job. PR (Loss/Gain)=MD [A-X] + {(EC . HC)+ (EL . HL)}-{(AC . HC)+ (AL . HL)}
Or PR (Loss/Gain) =MD [A-X] + HC(EC- AC)+ HL(EL- AL) PR=Productivity loss/gain per unit rate.
O
Total Productivity loss/gain (for a given activity)= Productivity loss/gain for a given unit per hour x Quantity of that activity
OR = PR x TQ Labour Productivity (Pi) for time period i=WHi /Qi WHi = Total work hours charged by the crew for time period of i Qi = Quantity of work placed during period i in unit rate
PRODUCTIVITY MEASUREMENT
AC = a EC (1+Σ xi) and similarly AL = a EL (1+Σ xi) xi = % of influential factors such as weather, crew size, absenteeism, machinery, accidents on site, etc.
•With the aid of a mathematical formulas labour and craft productivity for a number of activities on construction site is calculated. •These tables enable managers to see which activities were completed within the budget/on time,
PRODUCTIVITY MEASUREMENTand allow them to evaluate the quality of the completed work.
Tables entitled ‘Productivity measurement tables shown below.
also gives the level of productivity loss or gain for selected case studies.
PRODUCTIVITY MEASUREMENT The success or failure of a project is
measured by considering whether a project has met its targets.
However, it was also important to find out if a completed project was built within their budget.
and to see how the net rate for each activity was derived.
and if it was met at the end of the process.PRODUCTIVITY MEASUREMENT CASE 1STEP-1 (next page)
Step 1-pull information from bill of quantity
Net Rate
Gross Total Total Total Total Total Time
Total Time
Total Cost
Total Cost
Total Time
Total Time
Total Cost
Total Cost
Unit
(£) Rate Quant-
Quant-
Cost Cost Est- Est- Est- Est- Act.- Act.- Act- Act-
(Est-) (Act-) (Est-) (Act-) Craft Labour
Craft Labour Craft Labour Craft Labour
(£) (£) (£) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) 64.5
5 72.94 160 - 1167
0 - 464 688 3257.3 3969.7
5 - - - - M2
57.29
64.73 130 - 8414.9
- 63.75 315.9 447.15 1822.75
- - - - M2
40.81
46.12 225 - 10377
- 506.25
393.75
3553.9 2271.95
- - - - M2
35.24
39.82 410 16326
- 922.5 451 6475.95
2602.25
- - - - M2
13.91
15.98 440 - 7031.2
- 638 484 4478.75
2792.7 - - - - M2
5.04 5.69 1125 - 6401.3
506.25
258.75
3553.9 1492.95
- - - - M2
3.99 4.5 785 - 3532.5
196.25
102 1377.7 588.55 - - - - M2
26.88
30.37 90 - 2733.3
- 90 54 631.8 311.6 - - - - M2
Net Rate
Gross Total Total Total Total Total Time
Total Time
Total Cost
Total Cost
Total Time
Total Time
Total Cost
Total Cost
Unit
(£) Rate Quantity
Quantity
Cost Cost (Est-) (Est-) (Est-) (Est-) (Act.-)
(Act.-) (Act-) (Act-)
(Est-) (Act-) (Est-) (Act-) Craft Labour
Craft Labour Craft Labour Craft Labour
(£) (£) (£) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs)
64.5 72.94 114 - 8315. - 330.6 490.2 2320.8 2828.4 - - - - M2
Step 2-carry out calculations-use Dr F.Dejahang’s Formulas.
Productivity measurement table-related to case no.1
CRAFT/LABOUR
PRODUCTIVITY
CASE NO.1 POOR
Total MD =Cost of material
Waste Waste Craft Optve
Craft Optve
Labour Labour
Productivity Loss or Gain £
Total loss/Gain =PR x TQ
Unit
3x3 Bed House-2 Story level
Quantity (TQ)
Delivered to site
(Estimate)
(Actual)
Hrs Hrs Hrs Hrs- PR=MD[A-X]+HC(EC-AC) +HL(EL-AL)
LOSS £
Description-Activities
(Act-) % % (EC) (AC) (EL) (AL)
SUPERSTRUCTURE
Facing Brick P.C £350 PER 1000 /Common Block
156 31.14 5% 6.50% 2.55 2.58 1.95 1.97 -0.9 -140 M2
Common Brick/Block
264 18.88 5% 6.50% 2.25 2.26 1.75 1.76 -0.47 -124 M2
Internal Walls-LWC Block
282 8 5% 7.00% 1.45 1.47 1.1 1.12 -0.38 -107 M2
Internal Walls-Plastering-13mm thick
708 1.71 5% 6.50% 0.45 0.45 0.23 0.23 -0.03 -24 M2
Internal Finish-Ceiling finish-set
504 0.47 5% 6.50% 0.25 0.25 0.13 0.13 0.47x (-0.02) 4 M2
Wall Tiling-152x152
75 14.5 5% 6.50% 1 1 0.6 0.6 1.71x (-0.02) 22 M2
COST CONTROL-AOA
1 3 82 11 15
12
0
0
14
14
40
40
4
55
43
43
47
47
55
55
61
61DU=14 DU= DU= DU= DU=54
44
58
9
44
47
7
55
59
14
45
45
6
55
55
13
70
70
17
43
46
5
45
59
10
59
66
16
26
DU=4
DU=1
DU=1
3
DU=2
DU=1
DU=1
DU=1 8
DU=1
DU=4
DU=3
DU=2
DU=2
PRODUCTIVITY MEASUREMENT
PRODUCTIVITY MEASUREMENT Design of project control software, Based on the mathematical formulas
mentioned above, ACTIVITIES 1-2, 2-3, 3-4, 1-12, 1-9, ….To measure Items such as: Time (increase/decrease), Cost (increase/decrease), Labour (increase/decrease), Material (Material
waste-increase/decrease) Machinery (efficiency
increase/decrease).
PRODUCTIVITY MEASUREMENTCompare Actual completion time for
Activities 1-2, 2-3,..agonist allocated time for Activities 1-2, 2-3,
Compare Actual completion cost for Activities 1-2, 2-3,..against allocated cost for Activities 1-2, 2-3,
Compare Actual waste allowed(%) for Activities 1-2, 2-3,..against allowed waste (%) for Activities 1-2, 2-3,
Step 1-pull information from bill of quantity
Productivity measurement table-related to case no.1
CRAFT/LABOUR
PRODUCTIVITY
CASE NO.1 POOR
Total MD =Cost of material
Waste Waste Craft Optve
Craft Optve
Labour Labour
Productivity Loss or Gain £
Total loss/Gain =PR x TQ
Unit
3x3 Bed House-2 Story level
Quantity (TQ)
Delivered to site
(Estimate)
(Actual)
Hrs Hrs Hrs Hrs- PR=MD[A-X]+HC(EC-AC) +HL(EL-AL)
LOSS £
Description-Activities
(Act-) % % (EC) (AC) (EL) (AL)
SUPERSTRUCTURE
Facing Brick P.C £350 PER 1000 /Common Block
156 31.14 5% 6.50% 2.55 2.58 1.95 1.97 -0.9 -140 M2
Common Brick/Block
264 18.88 5% 6.50% 2.25 2.26 1.75 1.76 -0.47 -124 M2
Internal Walls-LWC Block
282 8 5% 7.00% 1.45 1.47 1.1 1.12 -0.38 -107 M2
Internal Walls-Plastering-13mm thick
708 1.71 5% 6.50% 0.45 0.45 0.23 0.23 -0.03 -24 M2
Internal Finish-Ceiling finish-set
504 0.47 5% 6.50% 0.25 0.25 0.13 0.13 0.47x (-0.02) 4 M2
Wall Tiling-152x152
75 14.5 5% 6.50% 1 1 0.6 0.6 1.71x (-0.02) 22 M2
carry outcalculations-useformulas (ACTUAL)
Informationfrom bill of quantity(ESTIMATION)
Net Rate
Gross Total Total Total Total Total Time
Total Time
Total Cost
Total Cost
Total Time
Total Time
Total Cost
Total Cost
Unit
(£) Rate Quant-
Quant-
Cost Cost Est- Est- Est- Est- Act.- Act. - Act - Act-
(Est-) (Act-) (Est-) (Act-) Craft Labour
Craft Labour Craft Labour Craft Labour
(£) (£) (£) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) 64.5
5 72.94 160 - 1167
0 - 464 688 3257.3 3969.7
5 - - - - M2
57.29
64.73 130 - 8414.9
- 63.75 315.9 447.15 1822.75
- - - - M2
40.81
46.12 225 - 10377
- 506.25
393.75
3553.9 2271.95
- - - - M2
35.24
39.82 410 16326
- 922.5 451 6475.95
2602.25
- - - - M2
13.91
15.98 440 - 7031.2
- 638 484 4478.75
2792.7 - - - - M2
5.04 5.69 1125 - 6401.3
506.25
258.75
3553.9 1492.95
- - - - M2
3.99 4.5 785 - 3532.5
196.25
102 1377.7 588.55 - - - - M2
26.88
30.37 90 - 2733.3
- 90 54 631.8 311.6 - - - - M2
Net Rate
Gross Total Total Total Total Total Time
Total Time
Total Cost
Total Cost
Total Time
Total Time
Total Cost
Total Cost
Unit
(£) Rate Quantity
Quantity
Cost Cost (Est-) (Est-) (Est-) (Est-) (Act.-)
(Act.-) (Act-) (Act-)
(Est-) (Act-) (Est-) (Act-) Craft Labour
Craft Labour Craft Labour Craft Labour
(£) (£) (£) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs)
64.5 72.94 114 - 8315. - 330.6 490.2 2320.8 2828.4 - - - - M2
1 3 82 11 15
12
0
0
14
14
40
40
4
55
43
43
47
47
55
55
61
61DU=14 DU= DU= DU= DU=54
44
58
9
44
47
7
55
59
14
45
45
6
55
55
13
70
70
17
43
46
5
45
59
10
59
66
16
26
DU=4
DU=1
DU=1
3
DU=2
DU=1
DU=1
DU=1 8
DU=1
DU=4
DU=3
DU=2
DU=2
Network Programming(AOA)-ESTIMATION
GanttChart-ACTUAL
GanttChart-ESTIMATION
1 3 82 11 15
12
0
0
14
14
40
40
4
55
43
43
47
47
55
55
61
61DU=14 DU= DU= DU= DU=54
44
58
9
44
47
7
55
59
14
45
45
6
55
55
13
70
70
17
43
46
5
45
59
10
59
66
16
26
DU=4
DU=1
DU=1
3
DU=2
DU=1
DU=1
DU=1 8
DU=1
DU=4
DU=3
DU=2
DU=2
Network Programming(AOA)-ACTUAL
LABOURYESNOMATERIALS(wastage)
YESNO
MACHINERYYESNO
COST OVERRUN(YES)
COSTOVERRUN(NO)
COST OVERRUN(NO)
YES A
A
Carry outcalculationsuse formula(ACTUAL)
Productivity measuremen t table-related to case no.1
CRAFT/LABOUR
PRODUCTIVITY
CASE NO.1 POOR
To tal MD =Cost of material
Wa ste Waste Craft Optve
Craft Op tve
Labour Labour
Productivity Loss or Gain £
Total lo ss/Gain =PR x TQ
Unit
3x3 Bed House-2 Story level
Quantity (TQ)
Delivered to s ite
(Estimate)
(Actual)
Hrs Hrs Hrs Hrs- PR=MD[A-X]+HC(EC-AC) +HL(EL-AL)
LOSS £
Descrip tion-Activities
(Act-) % % (EC) (AC) (EL) (AL)
SUPERSTRUCTURE
Facing Brick P.C £ 350 PER 1000 /Common Block
156 31.14 5% 6.50% 2.55 2.58 1.95 1.97 -0.9 -140 M2
Common Brick/Block
264 18.88 5% 6.50% 2.25 2.26 1.75 1.76 -0.47 -124 M2
Internal Walls-LWC Block
282 8 5% 7.00% 1.45 1.47 1.1 1.12 -0.38 -107 M2
Internal Walls-Plastering-13mm thick
708 1.71 5% 6.50% 0.45 0.45 0.23 0.23 -0.03 -24 M2
Internal Finish-Ceiling finish-set
504 0.47 5% 6.50% 0.25 0.25 0.13 0.13 0.47 x (-0.02) 4 M2
Wa ll Tiling-152x152
75 14.5 5% 6.50% 1 1 0.6 0.6 1.71 x (-0.02) 22 M2
SITE ENGINEERS
MANAGEMENT
CHIEF EXECUTIVE
LOWPRODUCTIVITYCOST OVERRUN
HIGHPRODUCTIVITY
COST OF MATERIALS31.145% WASTE ALLOWED6.50% WASTE EXPERIENCED31.14(6.50-5)=31.14X1.50=£46.7146.71X156=7286.76THE ESTIMATED COST FOR THIS ITEM=7286.76-46.71=7240.05
Total MD =Cost of material
Waste Waste
Quantity (TQ)
Delivered to site
(Estimate)
(Actual)
(Act-) % %
156 31.14 5% 6.50%
264 18.88 5% 6.50%
282 8 5% 7.00%
708 1.71 5% 6.50%
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