1、Designation: E2691 11E2691 16Standard 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 parent
2、heses 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 productivity over t
3、he 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, trends, and
4、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 Classificati
5、on 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 of establis
6、hed 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 input from t
7、he 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. Referenced Documents
8、2.1 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 Systems and Other Constructed ProjectsE2166 Practice for Org
9、anizing and Managing Building DataE2587 Practice for Use of Control Charts in Statistical Process Control2.2 ASTM Manual:4MNL 65 Application of ASTM E2691 Standard Practice for Job Productivity Measurement3. Terminology3.1 DefinitionsFor definition of terms general terms related to building construc
10、tion used in this practice, refer to TerminologyE631 and ; and for general terms related to building economics, refer to Terminology E833.1 This practice is under the jurisdiction of ASTM Committee E06 on Performance of Buildings and is the direct responsibility of Subcommittee E06.81 on BuildingEco
11、nomics.Current edition approved Nov. 1, 2011March 1, 2016. Published January 2012April 2016. Originally approved in 2007 2007. Last previous edition approved in 2011 asE2691 09.E2691 11. DOI: 10.1520/E2691-11. 10.1520/E2691-16.2 JPM is based on the application of Job Productivity Assurance and Contr
12、ol (JPAC), which has been used in industry for more than fifteen years, resulting in 20 to 30 %improvement in productivity for contractors using it.3 For referencedASTM standards, visit theASTM website, www.astm.org, or contactASTM Customer Service at serviceastm.org. For Annual Book of ASTM Standar
13、dsvolume information, refer to the standards Document Summary page on the ASTM website.4 Available from ASTM International Headquarters. Order MNL65-EB.This 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 t
14、he previous version. Becauseit may not be technically possible to adequately depict all changes accurately, ASTM 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
15、ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States13.2 Definitions of Terms Specific to This Standard:3.2.1 baseline labor hour budget, na budget of direct labor hours created at the onset of a new construction project thatapproximates how many ho
16、urs will be spent on any defined part of the project.3.2.1.1 DiscussionThe budgeted hours are first assigned to the tasks on the project, and can be summed to determine budgeted hours for any costcode or for the entire project.3.2.2 control signal, nin construction, any series of data points which i
17、ndicates deviation from the expected job progress inrelation to labor, material, or finance, and indicates anomalies on the jobsite to the contractor, project manager, or job supervisor.3.2.2.1 DiscussionIn the Job Productivity Measurement Standard Practice, a control signal identifies any deviation
18、 from the labor productivityreference point.3.2.3 labor productivity reference point, na ratio calculated at the beginning of a construction project, for the hours neededto complete one percent of the construction, based on the baseline labor hour budget.FIG. 1 Measurement of Productivity at the Ind
19、ustry, Project, and Task LevelE2691 1623.2.4 non-installation hours, nlabor hours spent on activities other than installation, removal, or erection of material on thejobsite including, but not limited to, hours spent on prefabrication, preassembly, job-layout, supervision, or job planning.3.2.5 obse
20、rved percent complete, na percentage number estimate, based on physical observation, that documents what portionof a jobsite task, cost code, or entire project has been completed.3.2.6 productivity differential, nin JPM, a measurement of the percent difference between the labor productivity referenc
21、epoint and the current labor productivity for the given timeframe.3.2.6.1 DiscussionIn the Job Productivity Measurement Standard Practice, job productivity is defined as the rate of production over time, andmeasures the ongoing and periodic changes in productivity over time. If more hours are used t
22、han planned due to the difficultyof installation, errors, or rework, the job productivity differential will be negative. If fewer hours are used than planned, the jobproductivity differential will be positive.3.2.7 system productivity, nthe ratio of the labor hours allocated to physical construction
23、 put in place,5 over the total laborhours used for completion of the project.4. Summary of Practice4.1 This practice is organized as follows:4.1.1 Section 1, ScopeSectionIdentifies 1, ScopeIdentifies coverage.4.1.2 Section 2, Referenced DocumentsSectionLists 2, Referenced DocumentsLists ASTM standar
24、ds referenced in thispractice.4.1.3 Section 3, TerminologySectionAddresses 3, TerminologyAddresses definitions of terms used in this practice.4.1.4 Section 4, Summary of PracticeSectionOutlines 4, Summary of PracticeOutlines the contents of this practice.4.1.5 Section 5, Significance and UseSectionE
25、xplains 5, Significance and UseExplains significance of measuring jobproductivity and of using the JPM practice to do so.4.1.6 Section 6, ProcedureSectionLists 6, ProcedureLists the steps for conducting JPM.4.1.7 Section 7, Data Sources and AssumptionsSectionDescribes 7, Data Sources andAssumptionsD
26、escribes raw data usedin calculation of JPM.4.1.8 Section 8, Calculation of Labor Productivity Reference Point (LPRP)SectionDescribes 8, Calculation of LaborProductivity Reference Point (LPRP)Describes calculation of LPRP, using data gathered according to Section 7, and with outputprovided for Secti
27、on 9.4.1.9 Section 9, Calculation of JPMSectionProvides 9, Calculation of JPMProvides algorithms for determining JPM.4.1.10 Section 10, ReportSectionDescribes 10, ReportDescribes various types of reporting output for JPM.4.1.11 Section 11, ApplicationsSectionDescribes 11, ApplicationsDescribes where
28、 and how JPM information can be used.4.1.12 Section 12, KeywordsSectionLists 12, KeywordsLists related words and phrases.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 tim
29、e elapsed in the construction schedule.5.1.2 JPM measures overall job productivity through a comparison of labor usage 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 anoma
30、lies indicating a specialcause, from the productivity reference point.5.2.2 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 me
31、asurement.5.2.3 JPM measures ongoing 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
32、 manager conducting self performance 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 measur
33、ed using a WorkBreakdown Structure (WBS) and reference to the UNIFORMAT II classification (Practice E1557).5 Construction put in place is defined in the C30 series report from the U.S. Census Bureau on “Value of Construction Put in Place,” http:/www.census.gov/.E2691 1636.2 Evaluate the BLHB for app
34、ropriate 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 planning, layout,pre-assembly), begin tracking the JPM.6.5 Report the JPM productivity differential and r
35、eview the results for signals of special causes6 impacting 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 the scope of construction to be put in place (see 7.2).7.1.2 The BLHB developed from a work breakdown st
36、ructure (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 prior to establishing the BLHB.7.2.1 Profit on the project is calculated based on estimated labor cost with
37、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 UNIFORMAT II classification (Practice E1557) provides a format for creating a WBS by defining a hierarchy of
38、building elements; Practice E2166 provides a practice for organizing building data based on UNIFORMAT II.77.3.1.1 JPM users managing several contractors or subcontractors have subcontractors reporting JPM for each of the majorgroup elements and group elements defined in UNIFORMAT II.7.3.1.2 Contract
39、ors 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 electrical contractor include serviceand distribution, lighting and branch wiring, communication and sec
40、urity 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 twelve cost codes are effective for most applications.8 Reference the descriptions listed as individual el
41、ements 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 generated and described individually as a subset of each cost code.7.3.4 A partial example of a WBS based on
42、UNIFORMAT II is shown in Fig. 23, where UNIFORMAT II Level 2 and 3 areshown for an electrical contractor, and detailed tasks have been assigned to Level 3 for the Service and Distribution.7.3.5 The WBS includes tasks for both installation and non-installation activities.7.3.5.1 Non-installation acti
43、vities 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.7.3.6 The baseline labor hours are assigned to the lowest level tasks of the WBS, establishing BLHBTas
44、k for 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 purposes. Hours are not reported for any level lower than the cost codes in theWBS. In other words, hours a
45、re 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 effort expended.NOTE 1Observed percent complete will take into account the difficulty of installation
46、of each task. For example, the first five hundred feet of a onethousand 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 difficult, requiring more labor hours. Therefore, the ratio of cons
47、truction 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. Calculation of Labor Productivity Reference Point8.1 The WBS created in 7.3
48、 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.6 As defined by Practice E2587, a special cause (or unassignable cause) is a factor that contributes to variation in a process or product output that is feasible to detect andide
49、ntify. In JPM measurement, the factor contributes to variation in productivity or deviation from the productivity reference point.7 UNIFORMAT II is limited to building construction, whereas JPM applies to all types of construction, including roads and bridges, tunnels, dams, and railroads.8 For 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
