Professional Documents
Culture Documents
TRACKING OF RESOURCES
IN
ENTERPRISE RESOURCE PLANNING
Submitted by:
AMRUTA HANAMSHET
MANIKANDAN M C
MANU S. MURUGAN
SHRITI VIJAYAN
NICMAR
TRACKING OF RESOURCES
IN
ENTERPRISE RESOURCE PLANNING
Submitted by:
AMRUTA HANAMSHET
MANIKANDAN M C
MANU S. MURUGAN
SHRITI VIJAYAN
A Thesis submitted in partial fulfilment of academic requirements for the award of PostGraduate Diploma in Advanced Construction Management
CERTIFICATE
This is to certify that the research thesis titled, Tracking of Resources in Enterprise
Resource Planning is a bonafide work of:
Ms. Amruta Hanamshet, Roll No. 233005,
Mr. Manikandan M.C, Roll No. 233038,
Mr. Manu S. Murugan, Roll No. 233040 and
Ms. Shriti Vijayan, Roll No.233072
in partial fulfillment of academic requirement for the award of the Post Graduate
Diploma in Advanced Construction Management. This work is carried out by them
under my guidance and supervision.
Date:
Signature of Guide
Place: Hyderabad
Prof. K. P. Reghunath
NICMAR, Hyderabad
..
Prof. K. R. Ramana
Dean
NICMAR s CISC
DECLARATION
We declare that the thesis titled, Tracking of Resources in Enterprise resource
Planning
Prof. K. P. Reghunath. Further, we declare that this has not formed the basis of award
of any degree, diploma, associateship or other similar degree or diploma and has not
been submitted anywhere else.
Signature
Signature
Name: Manikandan. M. C.
Signature
Signature
Date:
Place:
CONTENTS
Acknowledgement
viii
Abstract
x
Chapter 1. Introduction
1-2
3-6
2.1
2.1.1
2.1.2
2.1.3
7-8
3.1
Problem Identification
3.2
Objective
3.3
3.4
Significance
3.5
Methodology
3.6
Data Processing
3.7
Limitations
Chapter 4. ERP
9-16
4.1.
EVOLUTION OF ERP
10
4.2.
CHARACTERISTICS OF ERP
11
4.3.
FEATURES OF ERP
12
4.4.
COMPONENTS OF ERP
13
4.5.
NEED OF ERP
13
Chapter 5. Productivity
17-50
5.1.
18
5.2.
20
5.3.
MANAGEMENT S ROLE
21
5.4.
23
5.5.
30
5.6.
33
33
34
35
5.7.
37
LABOUR PRODUCTIVITY
38
38
39
40
5.8.
43
44
44
45
5.9.
47
47
48
49
50
51
Chapter 6. DELAYS
6.1.
INTRODUCTION
52-57
52
6.2.
54
6.3.
56
Chapter 7. Analysis
58-65
7.1.
Root
58
7.2.
Identify
59
7.3.
Procedure
61
7.4.
Observations
62
7.5.
Work Study
63
Chapter 8. Conclusion
66
Chapter 9. Suggestions
67-73
9.1.
Man Management
67
9.2.
Machinery Management
67
9.3.
Materials Management
69
References
74
ACKNOWLEDGEMENT
This research thesis is a team work and the satisfaction that accompanies the successful
completion of this task would be incomplete without the mention of the following people
who made it possible. We take this opportunity to express our gratitude to them.
We express sincere gratitude to our guide Prof. K. P. Reghunath, for his valuable
guidance, constant motivation and advice. We thank him for being instrumental in
making this thesis a great success.
We sincerely thank Dr. Mangesh. G. Korgaonker, Director General, NICMAR, Prof.
K. R. Ramana, Dean, NICMAR, Hyderabad, Prof. Rajiv Gupta, Head ACM,
NICMAR, Hyderabad and Prof. S. V. S. Rajaprasad, Coordinator, ACM 23rd Batch,
NICMAR, Hyderabad for their support and all the facilities and help provided by them
for the completion of this thesis work.
We would like to thank Ms. Aziz Unnisa Tayyaba, AGM HR, SPCL,
Mr. Venkateswara Rao, AGM Projects, SPCL, Mr. Santhosh, DM Projects, SPCL,
Mr. Govind Sharma, Manager Projects, SPCL, Mr. Abhishek Sharma, DM Projects,
SPCL, Mr. Purna Narendra, DM Projects, SPCL and all other employees of SPCL,
who had contributed and extended their help in all forms to bring this thesis to life by
providing the necessary data.
Special thanks to Mrs. Kavitha, Librarian, NICMAR, Hyderabad for granting access to
journals and magazines and reference materials.
We profoundly thank the entire faculty of NICMAR, Hyderabad for all their help
towards carrying out our project.
We are grateful to all the non- teaching staff members of NICMAR Hyderabad. We also
thank all our beloved friends for their cooperation and inspiration.
ABSTRACT
Construction industry is one of the major industries today. Especially in our country it
occupies the second place after agriculture providing employment to people.
Unfortunately this industry hasn t been granted the status of an industry and hence lies
unorganized. In enterprise level planning, the resources are distributed to the various
projects as per requirements before the commencement of the projects. This comes under
macro level planning. There is also distribution of resources periodically, which comes
under micro level planning. Even though the planning is perfect, there are conspiracies
and problems with allocation of resources at site during micro level planning and
efficient usage of the allotted resources to the optimal extent. The critical resources are
considered and studied to identify the delays, areas of efficiency wastage and resource
wastage. The thesis deals with the problems of loss in efficiency of resources which is
directly or indirectly related to enterprise level planning, site planning, resource
efficiency i.e., productivity, delays etc. The planned and executed data along with
productivity values of various resources can be utilized for this analysis. A real estate
enterprise, SPCL Hyderabad is considered for study in the thesis with three sites in and
around Hyderabad. We will try to study the existence of resources which are less
productive, though the planned work is achieved on time. The productivity of critical
resources in all the three sites is calculated and the site with the maximum productivity is
studied. The work procedure of this site is taken into consideration and compared with
the rest of the sites. The study of productivity is simply not the measurement of
efficiency; rather it is more related to the concept of effectiveness of handling the
resources throughout their use in the project.
1. INTRODUCTION
Construction is a key industry in Indian economy. Almost half of India s planned
expenditure is directly or indirectly going to this industry. Therefore an attempt made at
economizing the expenditure in this sector can give a boost to the economy as a whole.
The spurt of construction activities, now-a-days shows the importance of this sector even
otherwise. That is why people now-a-days begin to introduce the concept of productivity
in construction industry. Therefore any attempt at economizing the resources, which are
precious in supply and value, can definitely lead to miracles and people started thinking
about increasing productivity of resources in this sector.
The study of productivity is simply not the measurement of efficiency, rather it is more
related to the concept of effectiveness and therefore productivity drives must consist of
getting the output to input to increase. For those who are unemployed, employment
opportunities can be made to increase the productivity. By introduction of the concept of
productivity the cost of productivity can be minimized and that it has got enormous
importance now-a-days.
The greater the productivity of the firms making things, greater are the opportunities of
producing them abundantly and cheaply in quantities and at prices which will meet the
requirements of every family in the community. Increased productivity makes it possible
to pay good wages to employees, provide satisfactory dividends to stockholders and to
sell products and services at low prices.
2. PROFILE
2.1. SHAPOORJI PALLONJI COMPANY LIMITED
Shapoorji Pallonji Company Limited (SPCL) has been one of India s foremost
construction company for the past few decades. The contribution made by this company
to the economy by the way of infrastructure and real-estate development is immense.
The areas of construction are widely diversified such as Transport, Water supply and
Irrigation, Buildings, Industry and the Environment. Throughout the period from its
inception in construction field, the company has consistently met exact standards in the
execution of its projects. Shapoorji Pallonji Constructions are not limited to India; they
have stormed the Middle East including Muscat, Dubai, Abu Dhabi, Qatar and also
Guyana in South America.
Shapoorji Pallonji Company is also the oldest and the largest construction company in
India. It was the first Indian construction company to get ISO 9001 certification.
Shapoorji Pallonji is a name synonymous to quality, reliability and integrity.
The sites taken for study under SPCL include EMAAR-MGF Boulder Hills, Lemon Tree
and Red Fox Hotels and CMC-TCS Synergy Park in Hyderabad.
Design Consultant
(SRSS)
Structural Consultant : SS Infrastructure Development Consultants Pvt. Ltd
Start Date of Project : 4th August 2008
End Date of Project
Type of Contract
Contract Value
: Rs.400 crores
experience.
Each Lemon Tree Hotel has about 125 smartly furnished rooms with facilities designed
for safety, security, hygiene and comfort. Each hotel also has rooms carefully designed
for physically challenged guests, ensuring greater safety and comfort
Lemon Tree Hotels is a fresh, cool and sparkling experience with zest, India s finest
chain of full service, business and leisure hotels, at an unexpectedly reasonable price.
Red Fox Hotels offers a world class product-service mix, at extraordinary prices which
will make it a compelling alternative to local small hotels and guest houses.
Client
Architect
Structural Consultants
: Rs.69.62 Crores
Project Duration
No. of Floors
3. RESEARCH PROBLEM
Construction industry has become a major industry today. Especially in our country it
occupies the second place after agriculture providing employment to thousands of
people. Unfortunately this sector hasn t been granted the status of an industry and hence
lies unorganized. In spite of all this, any person operating in this sector would essentially
strive for better returns. By better returns profitability is assured and in this context
productivity plays an important role. Owing to its importance the present study tries to
track productivity of manpower, material, equipment and calculate the cost incurred
from them.
The study is essentially a Research and hence the result will be beneficial to the
construction firm and the people working in the area of productivity of resources.
3.7. LIMITATION
The efficiency calculated may also depict some losses and delays those created by
sources other than resources.
It is not sure that the data acquired from site depicts the actual conditions, because
always there are adjustments for the purpose of billing and related works.
The onsite conditions may not be the same during execution of similar activities.
Enterprise Resource Planning (ERP) is now being hailed as a foundation for the
integration of
organization wide information systems. ERP systems link together entire organization s
operations such as accounting, finance, human resources, manufacturing and
distribution, etc. Moreover, they also connect the organization to its customers and
suppliers through the different stages of the product or the process life cycle.
The construction industry is a highly fragmented industry. It needs to communicate on a
large scale with other related businesses such as material and equipment suppliers,
vendors, subcontractors and clients. ERP systems are being used by construction
companies to improve responsiveness in relation to customers, strengthen supply chain
partnerships, enhance organizational flexibility, improve decision making capabilities
and reduce project completion time and lower costs. These information systems are
designed to integrate and partially automate many of the company s business processes
such as human resources, financial management, manufacturing, procurement,
construction, operations and maintenance. The goal of ERP is to support one time entry
of information at the point where it is created and to make it available to all the
participants within the organization.
enable very good synchronization and planning in all the processes of the organization.
Today, however the challenge is intense and requires a strong integration across the
value chain.
i) ERP provides for complete integration of systems not only across the
departments in a company but also across the companies under the same
management.
While developing the e-resource ERP for Construction Industry, core functional areas
such as Project Monitoring and Control, Sales Management, Tendering, Bill of
Quantities, Purchase and Supplier Management, Onsite Engineers Portal, Material
Management, Labour and Contractors Management, Accounts Management and Human
Resource Management have been given extra care and prominence.
All activities right from pre-construction stage to post construction stage can be captured
and monitored. Management can access and manage onsite activities from anywhere
anytime. Independent Estimates can be generated for each task based on respective
quantities. Estimating is facilitated by system prompted activities. All different activities
can be defined as different assemblies. Associated with each assemblies are bill of
quantities, labours, turnaround time for completion.
Benefits at a glance:
1.
2.
Estimation through the use of central libraries, historic cost records and time and
materials worksheets.
3.
Review of the engineers estimate of probable cost; produce a proposal bid item
list for inclusion in the bid documents.
4.
Issue prime contracts, subcontracts, purchase orders, potential change orders, and
change orders, then release these items to accounting for review, approval, and
use.
5.
Access subcontract and PO status, initial and revised totals, pending and
approved changes, and amounts invoiced, retained and paid.
6.
7.
Readily configured Master tables and items for infrastructure projects (such as
fixed asset types for construction equipment).
8.
9.
Unlike direct costs, lost productivity is often not tracked or cannot be discerned
separately and contemporaneously.
will result in faulty productivity indices, unsatisfactory standards and labour disputes.
The index expresses the efficiency of the factor productivity
EFFICIENCY = OUTPUT / INPUT
The factors affecting the productivity of each organization are many and no-one factor is
independent of others. The importance to be given to the productivity of each of the
resources depends on the enterprise. In industries where labour costs are low compared
with the capital invested in plant and equipment, better use of plant or materials may
give the scope for cost reduction.
STANDING COST
For working out the standing cost of plant, the straight line method is used, which
assumes that profits from use of the plant pay for the interest on the capital costs.
OPERATING COST
The operating cost of plant will have to include for cost of fuel, lubricating oil and
grease; maintenance, repair, spares, and renewal of tires; insurance and license fees in
construction with use of the plant, if any; and the operator s (and/or attendant s) pay.
The total operating costs (on the basis of the working days) per year are worked out, and
divided by the number of working days yield the operating cost of the plant per day.
Operating cost should be worked out from the records maintained for each different type
of plant. Information in table below may be taken as indicative.
The average plant working days per year are worked out on the assumption that the plant
works for 8hrs per working day, and also take into account that some types of plant
usually remain idle during certain part of the year.
HIRE CHARGES
1. If the plant is considered for hiring out to third parties, the build-up for hire
charges should be worked out as follows:
2. Standing cost per year worked out
3. Interest on capital outlay at bank rate
4. Cost of repairs and renewals per year
5. Salary of operator(and/or attendant) per year
The sum of (1) to (4) divided by the number of average working days per year will yield
the basic hire charge per day. To this, depending on the terms of hire agreement the cost
of fuel/oil/lubricants will have to be added. On the net figure so arrived at, a further
addition of 10% for profits would seem reasonable.
LABOUR CONSTANT
The labour constants are intended to represent reasonable times for the items of work
described. It should be noted that:
1) Operatives, materials and plant are assumed to be already on site and travelling to
and from the site, access and delivery of materials should be allowed for
separately;
2) Times for providing ladders, scaffolding and plant, etc. are indicated below and
allowance is therefore only rarely made in the other work groups;
3) No allowance has been made for pre-inspection of the work;
4) Times quoted are for one-off maintenance work and do not allow for economies
gained from repetitive work.
It has been assumed that in some trades one craft operative and one labourer, or a
plumber and apprentice always work together. In some instances this might not happen.
However, it is thought that the overall labour allowance reflects the total labour required
whether the work is carried out by a single operative, or two. The craft operative s time
is considered to be the lead time, i.e. the time given for a labourer working with a craft
operative is the same as the craft operative s time.
MATERIAL
FIRST USE
SUBSEQUENT
Plywood
Timber scantlings
Props
USE
The labour constants given below are for each sq m of the area of formwork in contact
with concrete and include for fabricating, erecting, propping, stripping, cleaning and
reusing and take into consideration 16 uses after initial fabrication. They are not
applicable for readymade steel forms.
ITEM
LABOUR
0.13
0.25
Ditto
0.38
Walls
0.25
Beams
0.30
Slabs
0.23-0.07
Staircases
0.30
CONSTANT
IN
50% - 47%
50% - 53%
Following labour constants are applicable for cutting, bending, fabricating, placing in
position and tying with M.S wire at each intersection, reinforcement using plain round/
deformed/ tor steel bars.
DIA OF BARS IN MM
1.00
1.19
0.94
1.13
10
0.75
0.88
12
0.63
0.75
16
0.50
0.69
18
0.47
0.66
20
0.44
0.63
22 and above
0.39
0.56
The term productivity conveys different meanings to different people. Some regard
productivity and production capability as synonymous terms. Many link productivity to
mean workers output capability; they express productivity as work quantity produced
per man hour of input.
In construction context, resources productivity is the physical output per unit of planned
effort. More work done with the same input implies higher productivity, and less work
done shows lower productivity than the planned productivity. Standard output or planned
productivity is the predetermined planned output under normal working conditions,
whereas, actual output or actual productivity is what is achieved during implementation.
Resource productivity variance = standard productivity - actual productivity
Resource productivity index = actual productivity / standard productivity
Physical resource inputs at the construction project site include men, material and
machinery. These inputs produce outputs in the form of work. The success of a project
depends upon the performance of these input resources. The various productivity
parameters, which need to be controlled in construction projects, are labour productivity,
equipment productivity and material productivity.
1) Workers productivity is defined as the quantity of work done per man-hour or
crew-hour.
Workers job productivity = work done units/effort in man hours or crew
hours
1. WORK COMPLEXITY
A simple, familiar work is easier to execute than unfamiliar, complex work.
2. REPETITION OF WORK
While the first time execution of an unfamiliar works needs extra effort and results in
low output, the skill acquired in the process, when utilized over a period of time to
execute similar works, improves the productivity rate, especially when the crew of
workers is the same.
3. QUALITY CONTROL
Sensitive projects, like the construction of nuclear reactor calls for stringent quality
control demands frequent inspections which involve elaborate documentation and are
time consuming. They increase the non-productive time of the workers.
4. EQUIPMENT-INTENSIVE TASKS
The construction task that can be performed wholly or partly with equipment include
excavating, handling, transporting, filling, compaction, grading ,hoisting, fabricating,
pre-casting, erecting, plastering, finishing, paving, trenching, cable laying, pipe laying
and so on.
The construction equipment executes work speedily. The equipment intensive tasks are
less susceptible to productivity changes than the labour-intensive ones.
5. SUPERVISION
A supervisor manages his assigned technical work as well as the workers under him. The
accomplishment of task economically and on schedule mostly depends upon the
competence of supervisor, which in turn, affects the workers productivity. An efficient
and effective supervisor can get a higher productivity from workers.
7. LABOUR AVAILIBITY
Labour productivity also depends upon the employment opportunities available in the
market. If jobs are in plenty and labour is scarce, labour productivity tends to become
less. During a slum in the construction market, labour is easily available while there is a
dearth of jobs. In such situations, employers can afford to be selective, as hiring and
firing of workers become easy. In a scarce job situation, the overall productivity
improves, since the employers can then select suitable labour.
There is also a tendency among labour to move to high-value, large-sized projects, since
they offer them longer service, better job opportunities and more stability.
8. ROLE OF MANAGEMENT
Project management has a key in planning and controlling productivity. It is responsible
for specifying the weekly target of work to be accomplished by the workers as well as
how the work is to be executed and using which resource. Productivity is bound to suffer
if the management fails to fulfil its role and obligation effectively and fails to conduct
pre-work preparation.
9. WORKING METHOD
Work procedures causing unwanted movements and efforts.
Work measurement
operations.
RECORD
EXAMINE
DEVELOP
INSTALL
That method
show TRAVEL/MOVEMENT
(1) TEMPLATES
shows POSITION/LAYOUT
(2) MODELS
Each of the above plays a different role in making the result of the work study available
to management, which can be used in the guest of information and which assists in
maintaining a degree of control of an organization.
However, low productivity at the steady state level can be broadly attributed to the low
morale of the workers, poor pre-work preparation by the supervisors and the directional
failure of the project management.
a) Unproductive time.
It can be due to:
Rework of defective work done.
Waiting for material, equipment and/or instructions.
Absence from work by workers.
Other reasons.
Frequent changes in the scope of work and work methodology.
Conflicts between supervisors and workers.
Frequent transfers.
Frequent changes in the scope of work and work methodology.
Conflict between supervisors and workers.
It is never feasible to eliminate all the causes resulting in low productivity. Mere
increase of labour may result in increase in production but it may not necessarily
improve productivity.
Workers productivity can be increased in many ways. Some of the typical down-to earth
approaches are given below:
Wastage during operation and storage can occur due to the following reasons:
Damage and breakage during handling
Deterioration due to incorrect storage, incorrect maintenance, short-shelf life,
losses due to fire and thefts and exposure to extreme climatic conditions.
Some unavoidable wastage is inherent during utilization, but it is the excessive wastage,
which is of concern to the management. Excessive wastage during the utilization stage
affects the productivity adversely, and consequently results in extra costs. Productivity
control aims at minimizing wastage in usage. Productivity control at the construction
responsibility centre level can be broadly divided into accounting for materials,
analyzing usage variance to determine the cause of wastage and implementing measures
to minimize wastage.
Some of the preventive measures to minimize the wastage includes the use of proper
handling and transportation of equipment, minimizing unnecessary shifting, setting up of
proper and secure storage areas, correct accounting of materials, fire precaution,
improvements in the process of construction, and the education and training of staff and
workers to ensure productivity improvement.
2. At operation stage
Use of correct process
Ensure proper operation
Proper handling and storage
Savings in imports
Minimize wastage
3. Others
Political, frequent changes in specs., delays in issue of drawings, co-ordination,
experience, etc
45
60
75
90
120
150
180
Factors
1.25
1.15
1.05
1.0
0.90
0.80
0.70
1.0
Loading in vehicles
0.8
For the effective functioning of equipments in the site, following records should be
maintained:
History sheet of equipments major repairs.
Equipments periodical maintenance record.
Equipments employment history since purchase and monthly operating hours
consumption records.
Operator s records.
Do s and don ts for equipment operation.
Some of the controllable factors, which effect equipment productivity adversely, are as
follows.
Insufficient preparation.
Lack of continuity of task.
Inadequate operators skill.
Lack of effective supervision.
Non availability of maintenance, repair facilities and spares.
Poor equipment management, especially lack of preventive maintenance
measures.
Accidents
Equipment productivity can be improved by suitably matching machines with the job,
employing experienced operators and competent maintenance staff, adopting corrective
measures for work execution, employing service-worthy machines, enforcing proper
maintenance measures and having an effective plant manager.
Huge
construction projects have become common. Large Roads and Rails systems are taken
up. Almost all rivers are harnessed. All sources of energies are tapped. Huge urban
centers have sprung up. Increasingly more and more people are getting engaged in
construction and allied Industries all over the world.
DELAYS
Owners and contractors have one common objective: To complete the project in Time
and within Budget. It is failure of this objective of Time which leads to failure of
7. ANALYSIS
7.1. ROOT OF THE THESIS
In most of the sites, we have observed at least one gang of labours of any
contractor with no work, though the scope for work or new work is plenty.
Equipments lay idle because of repairs or there is no works to be carried out,
though the scope for work or new work is plenty.
Material wastages like scrap, improper maintenance, small small cumulative
wastages, etc.
All these lead to increased fixed cost which are not evident at start, but are
cumulative hidden costs till the completion of the project and doesn t reflect a
proper site planning and management.
Immediate problems may be like pressure from contractor demanding work for
idle resources.
Increased fixed cost is from more idle time leading to reduced productivity.
This issue is taken as the objective of our thesis.
We have tried to study the existence of resources which are less productive,
though the planned work is achieved on time.
For more visible and promising results, we have taken for study, three sites in an
enterprise, where the resources are handled in the same manner as determined by
the enterprise.
The critical resources (in terms of cost or time) are studied and their productivity
compared within the sites, to identify the site with optimum and efficient work
procedures.
7.2. IDENTIFY
MEN
1. Planned quantity- From DPR
2. Achieved quantity- From DPR
3. Theoretical quantity- From Standard Specifications and thumb rules
Compare all these values and identify performance
MATERIAL
1. Periodic audit
2. Adjust as per outcome
MACHINERY
Log sheets
PRODUCTIVITY
1. Achieved vs theoretical
Gives efficiency, idle time and other related problems involved
Related to resources involved
2. Achieved vs planned
Gives problems involved in estimate done before execution
SOLUTION
MEN
a. Plan
b. Preview and modify
c. Activity splitting
d. Optimization and/or standardization
e. Segmenting all activities i.e., whole project to various contractors
MATERIAL
a. Manage
b. Audits
c. Outsource
d. Reconciliation
MACHINERY
a. Outsource i.e., Hire
b. Audits
c. Review and modify schedule
7.3. PROCEDURE
Calculate total count of labours, work done, material used, etc
Calculate productivity
Identify site with high productivity
Study work procedure
MONTHLY PLANNING
Fix concrete quantity or masonry quantity
We can get shuttering quantity, steel quantity, earth quantity, block, brick or
plaster quantity etc., from the related drawings
This idea studied in this thesis should be followed in the day to day execution as a part.
In mass constructions, the study may fail due to imbalance between quantity and time.
Also the study will become project based and not conclude to a result expected.
Hence we have chosen SPCL.
All the three sites have similar skeletal frame, hence there is no contradiction in
comparing the same.
Residential, hotel and office building in an enterprise studied
Though these are different in purpose, in construction point of view, all are similar. The
difference turns in when the finishes come into work.
7.4. OBSERVATIONS
All skilled work forces is given with a gang of helpers, But it s not constant
throughout the work, hence we can say that somewhere there is a deficit or
excess of helpers. It gives way for the need to develop a thumb rule for each
skilled work force and to be followed in execution.
CONTRACTOR LABOUR
Stress and risk goes on CONTRACTOR
SUPPLY LABOUR
Stress and risk goes on client
The activities fitting and shuttering are tail to head linked activities, but still the
productivity of carpenters and fitters are not proportional.
EMAAR-MGF Boulder Hills Country Club-Residential Apartments
o Productivity of carpenters is 4.96
o Productivity of fitters is 0.22
Lemon Tree and Red Fox Hotels
o Productivity of carpenters is 4.16
o Productivity of fitters is 0.07
7.5.
WORK
STUDY
IN
THE
LEADING
SITE
and
SUGGESTIONS
These are some of the reasons which affect productivity. It is also an inference from the
work study conducted and interview with the planning engineer, materials in charge and
machinery in charge at site.
a) Unproductive time.
It can be due to:
Rework of defective work done.
Rework was done for various faults during execution which includes
dismantling the faulty portion.
Poor quality checks are one of the reasons
Waiting for material, equipment and/or instructions.
Steel and plywood are the major items which have to be procured well in
advance to prevent delays and thus reduce the waiting time. The
procurement is also is dealt by the head office due to huge costs.
Proper inventory management for the stores has to be adopted.
Cold joints have to be prevented. Concreting should be done in a single
pour.
Absence from work by workers.
Proper payments and incentives are needed.
Other reasons.
Force majeure
Local and political problems
Frequent changes in the scope of work and work methodology.
Change in drawing
Addition in scope of work
Conflicts between supervisors and workers.
Good relationship between supervisors and workers is needed.
8. CONCLUSION
As per the analysis results of the thesis, we have arrived at the result that there are some
resources which exist with less than required productivity. This is adding to unwanted
payments, wastage of time and money, etc. Some reasons leading to this problem may be
poor planning, poor identification of scope, poor productivity of predecessor resources,
etc. Regular, periodic and standardized measures are being followed in eliminating such
losses in productivity and in turn cost of material and machinery by audits, reconciliation
and other means. But when it comes to man power, no standard procedures are followed
to reduce related losses.
9. SUGGESTIONS
9.1. MAN MANAGEMENT
1. Proper thumb rules should be designed for skilled labours and helpers
2. Idle labours should be identified by devising various log sheets
3. Ratio of linked activites should be monitored periodically to check any less
productivity of related labours.
1. Establish at site, workshop and store for maintenance of equipment and store of
spares.
2. Maintain list of mobilized plant and equipment with its rating / capacity and there
current running status.
3. Prepare daily deployment schedule of different plants and machineries at site
based on construction schedule for the month.
4. Conduct routine / periodic check and maintenance of machine by the
maintenance staff.
5. Maintain record for all spares.
6. Record daily hours of actual operation, downtime hours, activity-wise output,
manpower and fuel consumption etc in log book.
7. Take corrective measures, if fuel / oil consumption is found more than limit.
8. Record the details of machine breakdown, if any, and conduct the breakdown
analysis to prevent the recurrence of breakdown.
9. Ensure in advance, the suitable approach for movement and smooth operation of
machine.
10. Review and Re-check the planning for the next day from concern engineer.
ABC ANALYSIS:
It is a basic analytical management tool
It enables management to place efforts where the results will be greatest.
This technique is popularly known as Always Better Control.
This technique tries to analyze the distribution of any characteristic by money
value of importance in order to determine its priority.
VED CLASSIFICATION:
VITAL-ESSENTIAL-DESIRABLE
Focus: To determine the criticality of an item. Mainly useful for the purchase
department.
ESSENTIAL
An In-between policy
DESIRABLE
SDE CLASSIFICATION:
Scarce-Difficult to Obtain-Easy to Obtain
Focus: Availability
Useful for the procurement department, vital to the lead time analysis, helps in
determining purchasing strategies.
SCARCE
DIFFICULT
items which are easily available, possibly from the local markets
F-S-N CLASSIFICATION:
Fast Moving
Slow moving
Non-moving.
Focus: Inventories
Useful for: Stores department and inventory control. Enables the adoption of the
right type of inventory policy to suit a particular situation. Also useful for
controlling obsolescence.
Categorization is based on value, criticality and usage.
To determine the number of months lapsed since the last transaction the date of
receipt or the last date of issue is taken whichever is later.
Fast Moving items: most inventory models are aimed at managing the fast
moving goods, which exhibit a regular consumption pattern.
Slow Moving items: Many spare parts come under this category, they require
different management approach, (see below).
Non-moving items: Optimal stock disposal rules rather than inventory
provisioning rules are to be determined.
After all, there is quality manual designed and distributed to each and every site. It is not
followed completely. We suggest that the document should be used to work in all facets
of execution and attain complete gain from the resources with reduced losses in time and
money.
REFERENCES
1. Construction Project Management, Second edition, by K. K. Chitkara
2. CPWD Specifications, rate analysis, 2007
3. Lecture notes on Material Management, by Prof. Rajiv Gupta