Company Productivity

1. helpdesk@construction-productivity.co.uk
htt://www.construction-productivity.co.uk
PRODUCTIVITY ATPRODUCTIVITY AT
COMPANY LEVELCOMPANY LEVEL

2. PRODUCTIVITY AT COMPANYPRODUCTIVITY AT COMPANY
LEVELLEVEL

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. PRODUCTIVITY AT COMPANY LEVEL

5. PRODUCTIVITY AT CONSTRUCTION
COMPANY LEVEL

6. PRODUCTIVITY AT COMPANY LEVELPRODUCTIVITY AT COMPANY LEVEL

7. PRODUCTIVITY AT COMPANY LEVELPRODUCTIVITY AT COMPANY LEVEL

8. PRODUCTIVITY AT COMPANY LEVEL

9. PRODUCTIVITY AT COMPANY LEVEL

10. PRODUCTIVITY AT COMPANY LEVEL

11. RODUCTIVITY AT COMPANY LEVEL

12. PRODUCTIVITY AT COMPANY LEVEL

13. PRODUCTIVITY AT COMPANY LEVEL

14. PRODUCTIVITY AT COMPANY LEVEL

15. PRODUCTIVITY AT COMPANY LEVEL

16. PRODUCTIVITY AT COMPANY LEVEL

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. PRODUCTIVITY AT COMPANY LEVEL

19. PRODUCTIVITY AT COMPANY LEVEL

21. 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.

22. 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.

23. 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.

24. 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.

25. 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.

26. 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.

27. PERFORMANCE ABILITY
RATIO (P.A.R)
PAR also can be shown
as:
PAR= Exemplar
Performance/Weekly
Average