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L7-Labor Productivity

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23 views20 pages

L7-Labor Productivity

Uploaded by

alghmoua
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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LABOR PRODUCTIVITY

Dr. Ali Shash


Efficiency of Labor
 Labor is necessary component to completing all construction
activities. In determining the optimal combination of various
production factors to a construction activity labor is the most
crucial and also the most difficult to determine.
 Labor Unions impact the efficiency of labor by forcing the
contractor to
 Employ unnecessary labor (e.g., requirement that a laborer be hired
to carry a carpenter’s lumber)
 Obtain a certain percentage of his labor force from the union’s local
when undertaking a construction project in the union’s jurisdiction
 Labor productivity could be analyzed through motion studies.
 Performance – Norm time
 Performance varies with the individual
 When a task is performed on norm time the
performance is said to be 1.0 or 100%.
Performance can be expressed in various ways:
 Low-average-high
 85%-90%-95%-100%-105%-110%-115%
 0.8, 0.9, 1.0, 1.1, 1.2, 1.3
 NORM TIME = PERFORMANCE X TIME USED
 EXAMPLE:
 If the time used for a task is 10 minutes/unit and the
performance ratio is judged to be 20% above average,
the norm time is 12 minutes

IMPACTING FACTORS
 Equipment:
Frequently, but not
always, quicker with
machine.
 Example: Surface 0.22 man-hr/m2

treatment of
concrete floor, in
smaller areas
manual method is
better.
0.15 manhr/m2
IMPACTING FACTORS
 Crew Size
 Example: erection of elements (wood) in a
small house. If speed essential it can be
necessary to add extra resources. In the
example the crew time is
 hr/element with two-man crew
 0.09 hr/element with a three-man crew
 Material (and degree of prefabrication)
 The bigger the fabricated element the better
the performance.
IMPACTING FACTORS
 Planning and Scheduling
 To eliminate or minimize disturbances
 To balance crew size
 To optimize crew size
 To optimize total project costs
 Note:
the impact of scheduled overtime on labor
productivity and costs (figure)
 Work Space
 Compare example on the” law of diminishing
return”
IMPACTING FACTORS
 Other Crucial Factors
 Perturbations (strikes, weather, etc)
 The organization (good atmosphere)
 Site layout and terrain and topography
 Technical factors (capacity of cranes, concrete
mixers, etc)
 General economy
 Learning effects (see below: Productivity adjustment)
 Location (training, experience and skill of the local
labor force, work rules which are negotiated between
employers and unions)
 Incentives (fringe benefits, piecework, etc)
Overtime
 Overtime: assumes that the efficiency of labor
is 100% when the work is 5-8 hours days. If
the Number of hours worked is increased per
day or if the number of days worked per week
is increased then the efficiency or productivity
of labor decreases. If the work schedule is
increased to H hours a day, D days a week
then

e% = 100 – 5 [(D – 5) + (H – 8)]



Overtime
Overtime
 Example: A project normally works on a
5 day-8 hrs pay basis. To make up for
lost time on accumulated labor dispute
the project put on a 6 day 10 hours work
schedule.
 The efficiency of the entire overtime
operation is

e% = 100 – 5 [(6-5) + (10-8)] =


85%
Productivity Adjustment: Learning
Curves

 The basic principle of the “Learning Curve” is that skill


and productivity in performing tasks improve with
experience and practice.
 Anyone who has ever done the same thing twice
recognizes that it will take less time to do and
operation or task the second time than it did the first.
 This gain in productivity continues as that task is
repeated. It is the result of several factors including:
 Job familiarity
 Improvement in coordination
 Improvement in management and supervision
 Better methods and tools
Productivity Adjustment: Learning
Curves
Productivity Adjustment: Learning
Curves

 The learning (or trimming-in as opposed


to education) is a regular process that
can be generalized as “At each doubling
of the number of output units the
accumulative mean time value is
lowered by a fixed percentage”
 By the “accumulated mean time value”
we mean the average time per unit
counted from the start of the operation
Productivity Adjustment: Learning
Curves
Productivity Adjustment: Learning
Curves
Productivity Adjustment: Learning
Curves
 Example:
 T30 = 500, t30 = 600, t60 =0.90 x 600 = 540
 The index time for the 30th unit (unit time), T = 500. The
accumulated average for the first 30 units, t = 600. When this
value falls by 10% at doubling of the number of units we say
that we have a learning effect of 90%.
 The accumulated average for 60 units according to the example
is 0.90 x 600 = 540.
 Different activities have different learning curves depending on
 Type of work
 Size of crew
 Level of planning
 Normal values for industry in general: 85-90%
 For complete construction projects: 93%
Productivity Adjustment: Learning
Curves
 The nonlinear relationship between accumulated
average time per unit and total production time
may be represented by the following exponential
function:

tn = T1 x n-k
 Where
 tn = accumulated average time per unit
 n = number of units produced
 T1 = Time required to produce first unit
 K = exponent associated with learning curve
Productivity Adjustment: Learning
Curves
 Example: Calculate the time required to complete the 30th unit of an
activity that will be carried out by one crew. The learning effect is
estimated to be 92% and the accumulated average time after the nine
units is 0.12 manhour/sf
 t9 = 0.12 manhour/sf
 tn = T1 x n-k
 From table
 k= 0.1202
 t9 = 768
 T9 = 585
 T1= 1000 , T9 = 680 from tables
 t30 = T1 x n-k
 T1 / t9 = 1000/768
 T1 = 1000 * 0.12/768 = 0.16 manhour/sf
 Then, t30 = 0.106 x 30- 0.1202 = 0.09 manhour/sf

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