1、Designation:E269109 Designation: E2691 11Standard 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 numb
2、er in parentheses indicates 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 product
3、ivity over the life 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,
4、trends, and anomalies 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 organizing building data, established in
5、Classification E1557, and depending onthe level where measurement is applied (industry, total job, or building element), JPM measures construction productivity at threelevels: task, project, and industry (shown in Fig. 1). By comparing labor hours used against CPIP, JPM allows for unifiedmeasurement
6、 of established building elements (according to the UNIFORMAT II format. This practice establishes a process formeasuring construction job productivity by comparing labor usage to CPIP.1.2 JPM measures labor productivity of the installation processes on a construction job.21.3 CPIP is measured with
7、input from the labor performing the installation, utilizing elements of statistical process control(SPC) and industrial engineering.1.4 JPM takes into account the difficulty of installation at any given point on a job.1.5 JPM evaluates relative productivity changes using trend monitoring.2. Referenc
8、ed Documents2.1 ASTM Standards:3E631 Terminology of Building ConstructionsE833 Terminology of Building EconomicsE1557 Classification for Building Elements and Related SiteworkUNIFORMAT IIE1946 Practice for Measuring Cost Risk of Buildings and Building SystemsE2166 Practice for Organizing and Managin
9、g Building DataE2587 Practice for Use of Control Charts in Statistical Process Control3. Terminology3.1 DefinitionsFor definition of terms used in this practice, refer to Terminology E631 and Terminology E833.4. Summary of Practice4.1 This practice is organized as follows:4.1.1 Section 1, ScopeIdent
10、ifies coverage.4.1.2 Section 2, Referenced DocumentsLists ASTM standards referenced in this practice.1This practice is under the jurisdiction of ASTM Committee E06 on Performance of Buildings and is the direct responsibility of Subcommittee E06.81 on BuildingEconomics.Current edition approved Nov. 1
11、, 2009. Published January 2010. DOI: 10.1520/E2691-09.Current edition approved Nov. 1, 2011. Published January 2012. Originally approved in 2007 as E2691 09. DOI: 10.1520/E2691-11.2JPM is based on the application of Job Productivity Assurance and Control (JPAC), which has been used in industry for m
12、ore than fifteen years, resulting in 20 to 30 %improvement in productivity for contractors using it.3For referencedASTM standards, visit theASTM website, www.astm.org, or contactASTM Customer Service at serviceastm.org. For Annual Book of ASTM Standardsvolume information, refer to the standards Docu
13、ment Summary page on the ASTM website.1This document is not an ASTM standard and is intended only to provide the user of an ASTM standard an indication of what changes have been made to the previous version. Becauseit may not be technically possible to adequately depict all changes accurately, ASTM
14、recommends that users consult prior editions as appropriate. In all cases only the current versionof the standard as published by ASTM is to be considered the official document.Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959, United States.4.1.3 Sec
15、tion 3, TerminologyAddresses definitions of terms used in this practice.4.1.4 Section 4, Summary of PracticeOutlines the contents of this practice.4.1.5 Section 5, Significance and UseExplains significance of measuring job productivity and of using the JPM practice todo so.4.1.6 Section 6, Procedure
16、Lists the steps for conducting JPM.4.1.7 Section 7, Data Sources and AssumptionsDescribes raw data used in calculation of JPM.4.1.8 Section 8, Calculation of Labor Productivity Reference Point (LPRP)Describes calculation of LPRP, using datagathered according to Section 7, and with output provided fo
17、r Section 9.4.1.9 Section 9, Calculation of JPMProvides algorithms for determining JPM.4.1.10 Section 10, ReportDescribes various types of reporting output for JPM.4.1.11 Section 11, ApplicationsDescribes where and how JPM information can be used.4.1.12 Section 12, KeywordsLists related words and ph
18、rases.5. Significance and Use5.1 JPM produces two measurements: construction production rate and productivity.5.1.1 JPM measures the overall production rate by comparing CPIP to the time elapsed in the construction schedule.5.1.2 JPM measures overall job productivity through a comparison of labor us
19、age to a reference point.5.2 JPM issues early warning signals for construction.5.2.1 JPM identifies productivity deviations in the form of any gains or losses in productivity, and anomalies indicating a specialcause, from the productivity reference point.FIG. 1 Measurement of Productivity at the Ind
20、ustry, Project, and Task LevelE2691 1125.2.2 JPM measures the productivity changes to individual building elements (according to the UNIFORMAT II format fororganizing building data, in Classification E1557) with the same methodology used for overall job productivity measurement.5.2.3 JPM measures on
21、going changes in labor usage.5.3 JPM measures productivity wherever the labor is used in construction by:5.3.1 Any contractor or construction manager directly or indirectly responsible for the productivity of the labor and its usage.5.3.2 Any contractor or construction manager conducting self perfor
22、mance on any portion of the construction job.5.3.3 Any contractor or construction manager supervising labor performance on any portion of a construction job.6. Procedure6.1 Establish a baseline labor hour budget (BLHB) for the scope of the construction job being measured using a WorkBreakdown Struct
23、ure (WBS) and reference to the UNIFORMAT 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 (even before installation commences, with activities such as
24、planning, layout,pre-assembly), begin tracking the JPM.6.5 Report the JPM productivity differential and review the results for signals of special causes4impacting the productivity.7. Data Sources and Assumptions7.1 There are four data sources required for the calculation of JPM:7.1.1 An estimate of
25、the scope of construction to be put in place (see 7.2).7.1.2 The BLHB developed from a work breakdown structure (WBS) (see 7.3).7.1.3 Expended labor hours (see 7.4).7.1.4 CPIP, measured by observed percent complete (see 7.5).7.2 The estimate of the labor required for installation is established prio
26、r to establishing the BLHB.7.2.1 Profit on the project is calculated based on estimated labor cost with given labor hours; therefore, the BLHB must notexceed the estimated labor hours.7.3 A WBS comprised of cost codes and tasks is needed to establish the BLHB as described in Section 8.7.3.1 The UNIF
27、ORMAT II classification (Practice E1557) provides a format for creating a WBS by defining a hierarchy ofbuilding elements; Practice E2166 provides a practice for organizing building data based on UNIFORMAT II.57.3.1.1 JPM users managing several contractors or subcontractors have subcontractors repor
28、ting JPM for each of the majorgroup elements and group elements defined in UNIFORMAT II.7.3.1.2 Contractors and subcontractors directly managing installation report JPM for major group elements, using cost codessimilar to the individual elements from UNIFORMAT II. For example, the cost codes for an
29、electrical contractor include serviceand distribution, lighting and branch wiring, communication and security systems, and special electrical systems, as shown in Fig.2.7.3.2 Establish cost codes that will remain standard across all jobs within the company. Use a maximum of 20 cost codes. Sevento tw
30、elve cost codes are effective for most applications.6Reference the descriptions listed as individual elements in Section 3 ofUNIFORMAT II for creating cost codes.7.3.3 Depending on the application level of JPM, tasks are defined by either UNIFORMAT II, or when applied at the projectlevel, are genera
31、ted and described individually as a subset of each cost code.7.3.4 Apartial example of a WBS based on UNIFORMAT II is shown in Fig. 2, where UNIFORMAT II Level 2 and 3 are shownfor an electrical contractor, and detailed tasks have been assigned to Level 3 for the Service and Distribution.7.3.5 The W
32、BS includes tasks for both installation and non-installation activities.7.3.5.1 Non-installation activities include, but are not limited to, planning, layout, pre-fabrication and assembly, andsupervision.7.3.5.2 Non-installation hours are included as tasks within the cost codes to which they apply.7
33、.3.6 The baseline labor hours are assigned to the lowest level tasks of the WBS, establishing BLHBTaskfor each task.7.4 On the project level application of JPM, labor hours expended are reported in each cost code. This method of time reportingmust be consistent with time reported for payroll purpose
34、s. Hours are not reported for any level lower than the cost codes in theWBS. In other words, hours are not collected or reported by individual activities.7.5 CPIP is the observed completed portion of each task (observed percent complete), contributing to the total completion ofthat task, based on ef
35、fort expended.NOTE 1Observed percent complete will take into account the difficulty of installation of each task. For example, the first five hundred feet of a one4As defined by Practice E2587, a special cause (or unassignable cause) is a factor that contributes to variation in a process or product
36、output that is feasible to detect andidentify. In JPM measurement, the factor contributes to variation in productivity or deviation from the productivity reference point.5UNIFORMAT II is limited to building construction, whereas JPM applies to all types of construction, including roads and bridges,
37、tunnels, dams, and railroads.6For reasons similar to those listed in 6.1.3 of Practice E1946, 20 elements provides an appropriate level of detail for measuring job progress without oversimplifyingthe JPM, or placing undue burden on the field labor for tracking required for the JPM.E2691 113FIG. 2 On
38、e Section of the UNIFORMAT II Classification of Building Elements (Practice E1557), Shown as a Format for Creating a WBSE2691 114thousand foot pipe installation could be a straight run, giving observed percent complete of fifty percent. The second five hundred feet of the installationcould be more d
39、ifficult, requiring more labor hours. Therefore, the ratio of construction put in place to labor hours spent will not be a linear relationship.In this example, the first five hundred feet could use 250 out of 1000 hours, where the second five hundred feet could use 750 out of 1000 hours.8. Calculati
40、on 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 for each task in the WBS. Use either the budgeted labor hour
41、s specific toa job based on company past practice or, if that data is not available, use an industry standard reference point such as R.S. MeansCost Estimating guide (1).78.2.2 Determine the BLHB for each cost code by summing the BLHB for each task within the cost code at the lowest level ofthe WBS,
42、 according to Eq 1:BLHBCostCode5(TasksBLHBTask(1)E2691-11_18.2.3 Determine the BLHB for the total job by summing the hours budgeted in each cost code, as shown in Eq 2.E2691-11_28.2.4 The summed cost code hours comprise the total direct labor budget for the job. An illustration of a conversion from
43、theWBS into a BLHB is shown in Table 1.8.3 Evaluate the BLHB.8.3.1 Calculate the contribution of each BLHBTaskto its associated cost code, and to the overall job (Eq 3 and 4).E2691-11_3E2691-11_48.3.2 Common practice has shown that a task representing more than 2.5 % of the total job will be difficu
44、lt to visualize forreporting observed percent complete. If any BLHBTaskis greater than 2.5 % of BLHBJob, divide the task into more detailed tasks.8.3.3 Continue to divide tasks as necessary and reallocate hours until each BLHBTaskis less than 2.5 % of the BLHBJob.Examples of BLHB task weightings are
45、 shown in Table 2, columns 4 and 5.8.3.4 Calculate the LPRP for each cost code as the BLHB required for one percent of CPIP (Eq 5).E2691-11_58.3.5 Calculate the LPRP for the total job by summing the LPRPCostCodeof each cost code weighted by the BLHBCostCodeasa portion of the BLHBJob(Eq 6).E2691-11_6
46、NOTE 2One percent of a cost code (LPRPCostCode) is not equal to one percent of the total job due to the fact that each cost code has a different impacton the job and is therefore weighted against the total job. In other words, one percent completion of each cost code could be higher or lower than on
47、epercent completion of the job. The cost code weighting is done to ensure that JPM takes into account the difficulty of installation based on the cost codebeing measured. Eq 6 takes weighting of the cost code into account and is a summation of weighted LPRPCostCode, and therefore will not be equal t
48、othe simple summation of all LPRPCostCode.R.S. Means Building Construction Cost Data 2009, 67th edition, Reed Construction Data: Kingston,MA.7The boldface numbers in parentheses refer to a list of references at the end of this standard.FIG. 3 Partial WBS for Electrical Subcontractor, Based on UNIFOR
49、MAT IIE2691 115TABLE 1 Calculation of BLHB Using UNIFORMAT II Classification and WBSColumn # Row # 12a 2b31(UNIFORMAT II Level 3Individual Element)Cost CodeTasks BLHB2 Electrical Service where 1508 is listed in line 60, column 7,and 40 is listed in line 60, column 6).9Practice E2587 describes four signals of a shift in the process level which are suitable for manufacturing; the signals listed here are modifications which apply inconstruction, based on common practice of JPM.E2691 118TABLE 3 Reporting CPIP per Task as Measured by Physical Observation of Pe
