1、Designation: E2691 09Standard Practice forJob Productivity Measurement1This standard is issued under the fixed designation E2691; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of last revision. A number in parentheses in
2、dicates the year of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.INTRODUCTIONJob Productivity Measurement (JPM) measures both construction productivity differential on anongoing and periodic basis and average productivity over the life
3、of the construction project.JPM calculates the ratio of output per unit of input: how much workConstruction Put In Place(CPIP)was produced by how many labor hours. Additionally, JPM is an early warning signal forconstruction performance. It measures ongoing productivity changes, trends, and anomalie
4、s resultingfrom changes on a construction jobsite, which enables contractors, project managers, supervisors, andforemen to react and improve productivity as the construction project unfolds.1. Scope1.1 Based on the UNIFORMAT II format for organizingbuilding data, established in Classification E1557,
5、 and depend-ing on the level where measurement is applied (industry, totaljob, or building element), JPM measures construction produc-tivity at three levels: task, project, and industry (shown in Fig.1). By comparing labor hours used against CPIP, JPM allowsfor unified measurement of established bui
6、lding elements(according to the UNIFORMAT II format. This practiceestablishes a process for measuring construction job produc-tivity by comparing labor usage to CPIP.1.2 JPM measures labor productivity of the installationprocesses on a construction job.21.3 CPIP is measured with input from the labor
7、 performingthe installation, utilizing elements of statistical process control(SPC) and industrial engineering.1.4 JPM takes into account the difficulty of installation atany given point on a job.1.5 JPM evaluates relative productivity changes using trendmonitoring.2. Referenced Documents2.1 ASTM St
8、andards:3E631 Terminology of Building ConstructionsE833 Terminology of Building EconomicsE1557 Classification for Building Elements and RelatedSiteworkUNIFORMAT IIE1946 Practice for Measuring Cost Risk of Buildings andBuilding SystemsE2166 Practice for Organizing and Managing Building DataE2587 Prac
9、tice for Use of Control Charts in StatisticalProcess Control3. Terminology3.1 DefinitionsFor definition of terms used in this prac-tice, refer to Terminology E631 and Terminology E833.4. Summary of Practice4.1 This practice is organized as follows:4.1.1 Section 1, ScopeIdentifies coverage.4.1.2 Sect
10、ion 2, Referenced DocumentsLists ASTM stan-dards referenced in this practice.4.1.3 Section 3, TerminologyAddresses definitions ofterms used in this practice.4.1.4 Section 4, Summary of PracticeOutlines the con-tents of this practice.4.1.5 Section 5, Significance and UseExplains signifi-cance of meas
11、uring job productivity and of using the JPMpractice to do so.4.1.6 Section 6, ProcedureLists the steps for conductingJPM.4.1.7 Section 7, Data Sources and AssumptionsDescribesraw data used in calculation of JPM.4.1.8 Section 8, Calculation of Labor Productivity Refer-ence Point (LPRP)Describes calcu
12、lation of LPRP, using datagathered according to Section 7, and with output provided forSection 9.1This practice is under the jurisdiction of ASTM Committee E06 on Perfor-mance of Buildings and is the direct responsibility of Subcommittee E06.81 onBuilding Economics.Current edition approved Nov. 1, 2
13、009. Published January 2010.2JPM is based on the application of Job Productivity Assurance and Control(JPAC), which has been used in industry for more than fifteen years, resulting in 20to 30 % improvement in productivity for contractors using it.3For referenced ASTM standards, visit the ASTM websit
14、e, www.astm.org, orcontact ASTM Customer Service at serviceastm.org. For Annual Book of ASTMStandards volume information, refer to the standards Document Summary page onthe ASTM website.1Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959, United States
15、.4.1.9 Section 9, Calculation of JPMProvides algorithmsfor determining JPM.4.1.10 Section 10, ReportDescribes various types of re-porting output for JPM.4.1.11 Section 11, ApplicationsDescribes where and howJPM information can be used.4.1.12 Section 12, KeywordsLists related words andphrases.5. Sign
16、ificance and Use5.1 JPM produces two measurements: construction produc-tion rate and productivity.5.1.1 JPM measures the overall production rate by compar-ing CPIP to the time elapsed in the construction schedule.5.1.2 JPM measures overall job productivity through acomparison of labor usage to a ref
17、erence point.5.2 JPM issues early warning signals for construction.5.2.1 JPM identifies productivity deviations in the form ofany gains or losses in productivity, and anomalies indicating aspecial cause, from the productivity reference point.5.2.2 JPM measures the productivity changes to individualb
18、uilding elements (according to the UNIFORMAT II formatfor organizing building data, in Classification E1557) with thesame methodology used for overall job productivity measure-ment.5.2.3 JPM measures ongoing changes in labor usage.5.3 JPM measures productivity wherever the labor is used inconstructi
19、on by:5.3.1 Any contractor or construction manager directly orindirectly responsible for the productivity of the labor and itsusage.5.3.2 Any contractor or construction manager conductingself performance on any portion of the construction job.5.3.3 Any contractor or construction manager supervisingl
20、abor performance on any portion of a construction job.FIG. 1 Measurement of Productivity at the Industry, Project, and Task LevelE2691 0926. Procedure6.1 Establish a baseline labor hour budget (BLHB) for thescope of the construction job being measured using a WorkBreakdown Structure (WBS) and refere
21、nce to the UNIFOR-MAT II classification (Practice E1557).6.2 Evaluate the BLHB for appropriate level of detail.6.3 Establish the labor productivity reference point (LPRP).6.4 Once any labor hours are expended on the job (evenbefore installation commences, with activities such as plan-ning, layout, p
22、re-assembly), begin tracking the JPM.6.5 Report the JPM productivity differential and review theresults for signals of special causes4impacting the productivity.7. Data Sources and Assumptions7.1 There are four data sources required for the calculationof JPM:7.1.1 An estimate of the scope of constru
23、ction to be put inplace (see 7.2).7.1.2 The BLHB developed from a work breakdown struc-ture (WBS) (see 7.3).7.1.3 Expended labor hours (see 7.4).7.1.4 CPIP, measured by observed percent complete (see7.5).7.2 The estimate of the labor required for installation isestablished prior to establishing the
24、BLHB.7.2.1 Profit on the project is calculated based on estimatedlabor cost with given labor hours; therefore, the BLHB mustnot exceed the estimated labor hours.7.3 A WBS comprised of cost codes and tasks is needed toestablish the BLHB as described in Section 8.7.3.1 The UNIFORMAT II classification
25、(Practice E1557)provides a format for creating a WBS by defining a hierarchyof building elements; Practice E2166 provides a practice fororganizing building data based on UNIFORMAT II.57.3.1.1 JPM users managing several contractors or subcon-tractors have subcontractors reporting JPM for each of them
26、ajor group elements and group elements defined in UNIFOR-MAT II.7.3.1.2 Contractors and subcontractors directly managinginstallation report JPM for major group elements, using costcodes similar to the individual elements from UNIFORMAT II.For example, the cost codes for an electrical contractor incl
27、udeservice and distribution, lighting and branch wiring, commu-nication and security systems, and special electrical systems, asshown in Fig. 2.7.3.2 Establish cost codes that will remain standard acrossall jobs within the company. Use a maximum of 20 cost codes.Seven to twelve cost codes are effect
28、ive for most applications.6Reference the descriptions listed as individual elements inSection 3 of UNIFORMAT II for creating cost codes.7.3.3 Depending on the application level of JPM, tasks aredefined by either UNIFORMAT II, or when applied at theproject level, are generated and described individua
29、lly as asubset of each cost code.7.3.4 A partial example of a WBS based on UNIFORMATII is shown in Fig. 2, where UNIFORMAT II Level 2 and 3 areshown for an electrical contractor, and detailed tasks have beenassigned to Level 3 for the Service and Distribution.7.3.5 The WBS includes tasks for both in
30、stallation andnon-installation activities.7.3.5.1 Non-installation activities include, but are not lim-ited to, planning, layout, pre-fabrication and assembly, andsupervision.7.3.5.2 Non-installation hours are included as tasks withinthe cost codes to which they apply.7.3.6 The baseline labor hours
31、are assigned to the lowestlevel tasks of the WBS, establishing BLHBTaskfor each task.7.4 On the project level application of JPM, labor hoursexpended are reported in each cost code. This method of timereporting must be consistent with time reported for payrollpurposes. Hours are not reported for any
32、 level lower than thecost codes in the WBS. In other words, hours are not collectedor reported by individual activities.7.5 CPIP is the observed completed portion of each task(observed percent complete), contributing to the total comple-tion of that task, based on effort expended.NOTE 1Observed perc
33、ent complete will take into account the diffi-culty of installation of each task. For example, the first five hundred feetof a one thousand foot pipe installation could be a straight run, givingobserved percent complete of fifty percent. The second five hundred feetof the installation could be more
34、difficult, requiring more labor hours.Therefore, the ratio of construction put in place to labor hours spent willnot be a linear relationship. In this example, the first five hundred feetcould use 250 out of 1000 hours, where the second five hundred feet coulduse 750 out of 1000 hours.8. Calculation
35、 of Labor Productivity Reference Point8.1 The WBS created in 7.3 is used to create the BLHB,which is then evaluated and used to establish the initial LPRP.8.2 Create a BLHB for the job.8.2.1 Data from 7.3.6 provides budgeted labor hours foreach task in the WBS. Use either the budgeted labor hoursspe
36、cific to a job based on company past practice or, if that datais not available, use an industry standard reference point suchas R.S. Means Cost Estimating guide.78.2.2 Determine the BLHB for each cost code by summingthe BLHB for each task within the cost code at the lowest levelof the WBS, according
37、 to Eq 1:BLHBCostCode5(TasksBLHBTask(1)8.2.3 Determine the BLHB for the total job by summing thehours budgeted in each cost code, as shown in Eq 2.BLHBJob5(CostCodesBLHBCostCode(2)4As defined by Practice E2587, a special cause (or unassignable cause) is afactor that contributes to variation in a pro
38、cess or product output that is feasible todetect and identify. In JPM measurement, the factor contributes to variation inproductivity or deviation from the productivity reference point.5UNIFORMAT II is limited to building construction, whereas JPM applies to alltypes of construction, including roads
39、 and bridges, tunnels, dams, and railroads.6For reasons similar to those listed in 6.1.3 of Practice E1946, 20 elementsprovides an appropriate level of detail for measuring job progress withoutoversimplifying the JPM, or placing undue burden on the field labor for trackingrequired for the JPM.7R.S.
40、Means Building Construction Cost Data 2009, 67th edition, ReedConstruction Data: Kingston, MA.E2691 093FIG. 2 One Section of the UNIFORMAT II Classification of Building Elements (Practice E1557), Shown as a Format for Creating a WBSE2691 0948.2.4 The summed cost code hours comprise the total directl
41、abor budget for the job. An illustration of a conversion fromthe WBS into a BLHB is shown in Table 1.8.3 Evaluate the BLHB.8.3.1 Calculate the contribution of each BLHBTaskto itsassociated cost code, and to the overall job (Eq 3 and 4).BLHB Task Weight per Cost Code 5BLHBTaskBLHBCostCode(3)BLHB Task
42、 Weight per Job 5BLHBTaskBLHBJob(4)8.3.2 Common practice has shown that a task representingmore than 2.5 % of the total job will be difficult to visualize forreporting observed percent complete. If any BLHBTaskisgreater than 2.5 % of BLHBJob, divide the task into moredetailed tasks.8.3.3 Continue to
43、 divide tasks as necessary and reallocatehours until each BLHBTaskis less than 2.5 % of the BLHBJob.Examples of BLHB task weightings are shown in Table 2,columns 4 and 5.8.3.4 Calculate the LPRP for each cost code as the BLHBrequired for one percent of CPIP (Eq 5).LPRPCostCode5BLHBCostCode100(5)8.3.
44、5 Calculate the LPRP for the total job by summing theLPRPCostCodeof each cost code weighted by the BLHBCostCodeas a portion of the BLHBJob(Eq 6).LPRPJob5(CostCodesSLPRPCostCodeBLHBCostCodeBLHBJobD(6)NOTE 2One percent of a cost code (LPRPCostCode) is not equal to onepercent of the total job due to th
45、e fact that each cost code has a differentimpact on the job and is therefore weighted against the total job. In otherwords, one percent completion of each cost code could be higher or lowerthan one percent completion of the job. The cost code weighting is doneto ensure that JPM takes into account th
46、e difficulty of installation based onthe cost code being measured. Eq 6 takes weighting of the cost code intoaccount and is a summation of weighted LPRPCostCode, and therefore willnot be equal to the simple summation of all LPRPCostCode.8.4 Account for change orders.8.4.1 The budgeted labor hours as
47、sociated with changeorders are added or subtracted from the BLHB, and areincluded in the calculation of the baseline productivity from thepoint at which they are recognized by the labor performinginstallation.8.4.2 Note reasons for change orders as part of the JPM.9. Calculation of JPM9.1 Evaluate t
48、he JPM periodically by collecting CPIP andexpended labor hours, and comparing them to the LPRP.9.1.1 Report the CPIP, measured by observed percent com-plete on each task, as shown in Table 3, column 6.9.1.1.1 Calculate observed percent complete per cost code,by summing the weighted percent complete
49、per task item forthe cost code (Eq 7).Observed%CompleteCostCode5 (7)(TasksforCostCodeObserved%CompleteTask BLHBTaskWeightperCostCode!NOTE 3For Eq 7, Observed%Complete is expressed as a percentageand can take any value between 0 and 100.9.1.2 Report the hours expended by the labor on each costcode, as shown in Table 4, column 7.9.1.3 Calculate current productivity per cost code8as thelabor hours expended per observed percent of CPIP for eachcost code, based on the labor hours expended and the observedpercent complete per cost code (Eq 8).CurrentProductivityCos
